ANNUAL REPORT OF THE MINISTER FOR THE
PUBLIC SERVICE, SUSTAINABLE DEVELOPMENT,
ENERGY SCIENCE & TECHNOLOGY
APRIL 2013 - MARCH 2014
TABLE OF CONTENTS
Preface by the Honourable Minister for the Public Service, Sustainable Development, Energy,
Science and Technology ........................................................................................................................................................ 3
MESSAGE BY THE PERMANENT SECRETARY IN THE MINISTRY OF THE PUBLIC SERVICE, INFORMATION AND
BROADCASTING............................................................................................................................................................................. 5
MESSAGE BY THE PERMANENT SECRETARY IN THE MINISTRY OF SUSTAINABLE DEVELOPMENT, ENERGY, SCIENCE
AND TECHNOLOGY ........................................................................................................................................................................ 8
Mission and Vision of Ministries ..................................................................................................................................... 11
Mission Statement of the Ministry of the Public Service, Information and Broadcasting .................. 11
Vision Statement of the Ministry of the Public Service, Information and Broadcasting ..................... 11
Mission Statement of the Ministry of Sustainable Development, Energy, Science and Technology
.................................................................................................................................................................................................. 11
Vision Statement of the Ministry of Sustainable Development, Energy, Science and Technology . 11
Acroynms .................................................................................................................................................................................. 12
Effective Management of the Public Service .............................................................................................................. 14
Human Resource Management ................................................................................................................................... 14
Human Resource Development .................................................................................................................................. 17
Organisational Development ....................................................................................................................................... 19
Industrial Relations ......................................................................................................................................................... 22
Public Sector Transformation .......................................................................................................................................... 25
Telecommunications Sector .............................................................................................................................................. 29
Caribbean Regional Communications Infrastructure Project ........................................................................ 29
National Information and Communication Technology (ICT) Office .......................................................... 30
The Government Information Service .......................................................................................................................... 34
Information Dissemination........................................................................................................................................... 34
The Broadcasting Sector ..................................................................................................................................................... 36
The Revitalisation of RSL............................................................................................................................................... 36
Our Legislative Agenda ....................................................................................................................................................... 39
Ministry of the Public Service, Information & Broadcasting .......................................................................... 39
Ministry of Sustainable Development, Energy, Science and Technology .................................................. 42
An Energy Revolution .......................................................................................................................................................... 47
Renewable Energy............................................................................................................................................................ 48
Energy Efficiency .............................................................................................................................................................. 50
Responsible Management of our Water Resources................................................................................................. 53
A viable Water and Sewerage COMPANY (WASCO) ........................................................................................... 53
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Water Resource Management Agency ..................................................................................................................... 59
Vieux Fort and Dennery Water Supply Development Project........................................................................ 64
Environmental Management ............................................................................................................................................ 66
Policy and Governance ................................................................................................................................................... 66
Protected Areas Management ..................................................................................................................................... 68
Climate Change .................................................................................................................................................................. 72
Coastal Zone Management ............................................................................................................................................ 74
Biodiversity and Biosafety ............................................................................................................................................ 76
Forest and Land Resource Management...................................................................................................................... 80
Solid Waste Management ................................................................................................................................................... 86
Public Utilities ......................................................................................................................................................................... 92
Science and Technology ...................................................................................................................................................... 97
Closing Remarks ................................................................................................................................................................. 102
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PREFACE BY THE HONOURABLE MINISTER FOR THE
PUBLIC SERVICE, SUSTAINABLE DEVELOPMENT, ENERGY,
SCIENCE AND TECHNOLOGY
I am pleased, once again, to present this Annual Report of the Ministries of the Public Service,
Information and Broadcasting and Sustainable Development, Energy, Science and Technology,
for the Financial Year April 2013 to March 2014. This Report, in essence, is a record of the
performance of these ministries under my stewardship and identifies the measures taken by the
respective agencies to advance the work programme of the Government.
This year we have used a different format from last year to present the Report. Whereas last year
the Report was organized according to departments, this year we present our accomplishments
by sectors. We believe the revised format will make the Report more relevant to our clients
outside of the Public Service, who are not as concerned about the workings of individual
departments as they are about the impact of that work on areas to which they can relate and in
which they have an interest.
The last Financial Year has been challenging. Like all other Government agencies, we were
called on to make greater use of the scarce resources available to us. Because of the pivotal role
the Ministry of the Public Service plays in the operations of the Service, it had to lead the charge
in finding ways to make the delivery of services more cost-effective. As a result, several new
initiatives were embarked upon that should result in significant medium and long-term efficiency
improvements in the Public Service. The Information and Broadcasting portfolio also underwent
a major reorganization with the deployment of Information Officers and Technicians to strategic
Government ministries in an effort to improve the reporting and dissemination of information by
these agencies.
The year was also a busy one for the water and energy portfolios. The restructuring of the water
sector continued with the establishment of the National Water and Sewerage Commission and
the award of the first water tariff increase for over a decade. This increase, together with
management-led changes in the way in which WASCO, the water utility company, operates has
introduced a greater sense of stability in the water sector and although it is still early days, the
improvements in WASCO’s operations are already being noticed. In the energy portfolio, much
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effort was expended in shaping the institutional environment for the Government’s sustainable
energy programme.
The environment portfolio, as managed by the Forestry and Sustainable Development and
Environment departments, also had its fair share of challenges. There were the usual issues of
ensuring that we met our obligations to the several multilateral environmental agreements
(MEAs) to which we are party but, more critically, we had to complete the long-awaited Limits
of Acceptable Change (LAC) Study for the Pitons Management Area (a UNESCO World
Heritage Site) and assist in the national recovery effort after the unfortunate passage of the
Christmas Eve Trough.
I want to thank the staff of the two ministries for their hard work, dedication and professionalism
during the year. We set ourselves very high standards and it was heartening to see everyone
constantly striving to meet and surpass these standards. Despite the size of the work load and the
constraints within which they operated, there was always an excellent esprit de corps among the
staff, and the respective senior management teams must be commended for this. I also wish to
thank our clients and stakeholders for their support and encouragement during the year. Finally,
my heartfelt gratitude to our Development Partners who continued to provide us with assistance,
in so many different forms. Without them we would not have been able to achieve much of what
we did during the year.
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M ESSAGE BY THE P ERMANENT S ECRETARY IN THE M INISTRY OF THE
P UBLIC S ERVICE , I NFORMATION AND B ROADCASTING
The 2013-2014 Financial Year continued to be a year of consolidation and building on previous
achievements for the Ministry of the Public Service, Information and Broadcasting. The Ministry
implemented policies, projects, and programmes to improve service delivery, implement cost
effective measures and strengthen transparency and accountability in the Public Service.
One of the key priorities in the review period was to undertake institutional improvements in the
Ministry to allow it to function more effectively within and across the Public Service. As part of
the process of streamlining and rationalizing its operations, there were some major
organizational changes implemented by the Ministry in the 2013-2014 Financial Year.
The
Government Information Service (GIS) was restructured, resulting in the redeployment of
Information Officers and Technicians to other line ministries. This measure is intended to
improve the dissemination of information on the Government’s programmes and projects. We
are already beginning to see the benefits of this policy initiative as some of the agencies are now
disseminating far more information on their work programmes.
The establishment of the National Broadcasting Network is at an advanced stage and is expected
to be finalized within the first quarter of the upcoming financial year. In an effort to provide a
coordinated and strategic approach to information and communication technology (ICT) and to
optimize the utilization of ICT human resources within the Public Service, Cabinet approved the
redeployment of ICT Officers from line agencies to the Division of Public Sector Modernization.
The Computer Centre Limited, which has been renamed as the Government Information
Technology Services Ltd was also placed under the Ministry of the Public Service, Information
and Broadcasting.
In the area of legislative reform, the Ministry is at an advanced stage in finalizing a number of
key pieces of legislation. The Public Service Management Bill has been reviewed by the
working group and will be sent to all stakeholders to solicit comment and feedback. It is
anticipated that the Broadcast and ICT Legislation will be tabled in Parliament during the first
half of the 2014-2015 Financial Year.
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The Ministry is working on a number of key initiatives to improve human resource management
and development. These include the implementation of the new performance appraisal
instrument, which is on-going, the finalization of the recruitment and selection guidelines which
are being undertaken in collaboration with the Public Service Commission, and the revision of
the Training and Development Policy. Given the constraints faced in completing the revision of
job descriptions, the Ministry has taken a more targeted approach, focusing on a few agencies at
a time.
Several of the buildings that house government offices are not fit for occupation and there is a
need to relocate these offices. The Ministry has experienced significant challenges in securing
finance and suitable office accommodation to meet the demands of agencies which need to be
relocated. While progress has been made in relocating some offices, the Ministry will examine
feasible options that quicken the rate of implementation of projects for relocating other
government offices.
The Division of Public Sector Modernization continued to implement a number of activities that
were geared at improving service delivery, efficiency and improving access to information.
There were a number of significant accomplishments in the 2013-2014 Financial Year. These
include, inter alia, the completion of the Web Portal, the launching of the Digitization Project,
the implementation of the Internet Exchange Point, the commencement of work on developing
the Contact Centre and the Vehicle Tracking Management System. The On-Line Tax Filing
Project as well as the Multi-Purpose Identification System were major projects funded by the
Electronic Government for Regional Integration Project (EGRIP), which came to an end in the
2013 -2014 Financial Year.
The Negotiations Unit focused on the post-implementation activities related to the 2010-2013
Collective Agreements, as negotiations with all unions and associations, with the exception of
the National Workers Unions, were completed by the end of the 2012 – 2013 Financial Year.
The Negotiations Unit is also collaborating with the Department of Finance, Economic Affairs
and Social Security on a new framework for negotiations.
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The Ministry of the Public, Information and Broadcasting is in the process of finalizing its
Strategic Plan for the period 2014-2017. The Ministry has identified a number of key policies,
priorities and initiatives that will contribute to transforming the public service into a more
service-oriented and efficient organization that responds to the needs of both its internal
customers and to the citizens of Saint Lucia.
Finally, I wish to thank the Minister for his vision, inspiration and direction and to the Managers
and Staff of the Ministry for their support, commitment and perseverance in helping us build a
better public service that supports our national development and improves the lives of citizens.
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M ESSAGE BY THE P ERMANENT S ECRETARY IN THE M INISTRY OF
S USTAINABLE D EVELOPMENT , E NERGY , S CIENCE AND T ECHNOLOGY
The Ministry of Sustainable Development, Energy, Science and Technology has just completed
its second year as a new and independent Ministry, with all the attendant challenges and
opportunities described in last year’s report. The expectations of consolidating the diverse
departments and units into a functional, cohesive and united entity to “lead the charge of
sustainable development on the platform of integrated and effective environmental management”
have been realised beyond the indicators anticipated.
The Administrative Section was able to resolve several long-standing human resource
complaints, find creative ways to upgrade staff positions and create mobility for stagnated public
officers, even within a tight fiscal situation. Staff members also participated in a staff retreat at
the end of the Financial Year, where the entire Ministry was brought together for the first time,
to foster a spirit of togetherness and commonality of purpose among members.
The Sustainable Development and Environment Division (SDED) continued to mobilize
significant resources for its work and launched the Project Preparatory Phase for two critical
projects valued at US$12M and US$2.3M respectively: The Pilot Project on Climate Resilience Disaster Vulnerability Reduction Project will prepare Saint Lucia to better adapt to the impacts
of Climate Change, whilst the Iyanola Natural Resource Management of the North East Coast
Project will seek to prepare management plans for the last stronghold of rare and endemic animal
and plant species in the richly diverse north-east area of Saint Lucia.
The SDED also launched the Green Economy Project, which is intended to help Saint Lucia
restructure its economy by focusing on sustainable consumption and production practices and
preparing for the wave of environmentally-friendly technologies expected to drive future global
economies.
The skilful negotiating team of the SDED continued to represent Saint Lucia proudly at major
international meetings and conferences related to various Multilateral Environmental
Agreements. The SDED is also implementing the Framework for Environmental Management
8
project, which is intended to develop a governance and management framework by reviewing
policy, legislation and the institutional arrangements for environmental management in Saint
Lucia.
The Protected Area Management Unit successfully facilitated the completion of the muchanticipated Limits of Acceptable Change (LAC) study for the Pitons Management Area,
providing useful parameters for which the Development Control Authority could now guide the
sensitive development of tourism and other infrastructure within the area. The LAC will facilitate
important and critical economic expansion in the Soufriere region.
The Biodiversity and Biosafety Unit completed the National Biodiversity Strategy and Action
Plan, which provides a strategy for optimising the flora and fauna resources of Saint Lucia and
preparing the country to access benefits from these resources. It also completed national
consultations towards the realisation of a Biosafety Policy and Bill, which will address the issue
of genetically modified organisms in our food supply, among other things.
The Department of Forestry has made significant strides towards preparations for the
development of a Forest Sector Plan. The Saint Lucia Forest Restoration and Rehabilitation
Project, a response to reforestation needs after the damage caused by Hurricane Tomas in 2010,
is nearing completion. Of critical importance is the reforestation of slopes adjacent to the John
Compton Dam, which is necessary for the long term stability of this region and to mitigate heavy
siltation of the dam during intensive weather conditions. The Department is also making
significant progress with its wildlife protection programme through an Invasive Alien Species
reduction project.
The Water Resources Management Agency boasts several achievements in the development of a
comprehensive hydrology network linked to early warning systems. A study identified Castries
(Marchand) as the most vulnerable area to flooding, followed by Anse La Raye. The Agency
conducted research work on groundwater, identifying six potential wells. It also developed an
inventory on wastewater sites, thus singling out vulnerable watersheds and determining hotspots.
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The Energy, Science and Technology Unit has made significant strides in managing and
facilitating the introduction of renewable energy into the energy mix in Saint Lucia. This has
resulted in the commencement of negotiations in earnest with both geothermal and wind
developers, after careful scrutiny, due diligence and thorough technical support from several
international agencies.
The Public Utilities Department has worked closely with the Energy, Science and Technology
Unit and the Legal Officer, particularly with respect to the setting up of the National Utilities
Regulatory Commission. This required reviews of issues related to licensing for water, fee
schedules, and the necessary amendments to the Water and Sewerage Act consequent to the
establishment of the Commission as an umbrella regulatory agency. Support was also provided
to the proposed Eastern Caribbean Energy Regulatory Authority (ECERA) project, which seeks
to set up a regional regulatory body for energy.
The Public Utilities Department was also involved in the PetroCaribe initiative by leading the
negotiations with the Venezuelan Government on a new model bi-lateral agreement for the
purchase of fuel from Venezuela. From there, the parties were able to move towards verifying
gas specifications to inform the sales contract and negotiations with traditional regional suppliers
of petroleum.
In the area of Science and Technology; tourism, agriculture and manufacturing were identified as
priority areas for focus after a series of national consultations and assessments. This has resulted
in the drafting of a Science and Technology Policy for Saint Lucia.
The Ministry of Sustainable Development, Energy, Science and Technology continues to remain
true to its Strategic Plan, despite the fact that this plan is still under active review. That
notwithstanding, it is clear that this new Ministry is maturing and beginning to operate more and
more as a single, cohesive unit. Despite the many challenges faced during the year, the Ministry
continues to strive to achieve the goals that it has set for itself and for our country.
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MISSION AND VISION OF MINISTRIES
MISSION STATEMENT OF THE MINISTRY OF THE PUBLIC SERVICE,
INFORMATION AND BROADCASTING
To lead, facilitate and regulate Human Resource Management/Development and Information
Communication Technology in order to deliver efficient and effective public service to our
customers.
VISION STATEMENT OF THE MINISTRY OF THE PUBLIC SERVICE,
INFORMATION AND BROADCASTING
An exemplary and goal-oriented Ministry dedicated to the delivery of excellent public service.
MISSION STATEMENT OF THE MINISTRY OF SUSTAINABLE
DEVELOPMENT, ENERGY, SCIENCE AND TECHNOLOGY
To lead the process of achieving sustainable development through the facilitation of an
integrated and participatory approach to governance; the promotion of environmental
management and innovative technologies; building capacity to adapt and mitigate the impacts of
climate change; and demonstrating the value of building a green economy.
VISION STATEMENT OF THE MINISTRY OF SUSTAINABLE
DEVELOPMENT, ENERGY, SCIENCE AND TECHNOLOGY
To achieve sustainable development on a platform of integrated and effective environmental
management in order that socio-cultural, economic and environmental goals are realised and
collectively contribute to the continuous improvement in the quality of life of all Saint Lucians.
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ACROYNMS
AUSAid
Australian Agency for International Development
CARCIP
Caribbean Regional Communication Infrastructure Project
CDB
Caribbean Development Bank
CFC
Chlorofluorocarbons
CITES
Convention on International Trade in Endangered Species
EC
Eastern Caribbean
ECERA
Eastern Caribbean Energy Regulatory Authority
ECTEL
Eastern Caribbean Telecommunications Authority
EDRMS
Electronic Document and Records Management System
ESA
Electricity Supply Act
GEF
Global Environmental Facility
GIS
Government Information Service
GITS
Government Information Technology Services
GOSL
Government of Saint Lucia
HIPCAR
Harmonization of ICT Policies, Legislation and Regulatory Procedures in the
Caribbean Project
HR
Human Resource
IRD
Inland Revenue Department
ICDF
International Cooperation and Development Fund
IXP
Internet Exchange Point
IWECO
Integrating Water, Land Resources and Ecosystem Management in Caribbean
Small Island Developing States
IWRIS
Integrated Water Resource Information System
LED
Light Emitting Diode
LUCELEC
Saint Lucia Electricity Services Ltd
MOU
Memorandum of Understanding
MPSIB
Ministry of the Public Service, Information and Broadcasting
MSDEST
Ministry of Sustainable Development, Energy, Science and Technology
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NBN
National Broadcasting Network
NTN
National Television Network
NWSC
National Water and Sewerage Commission
ODS
Ozone Depleting Substances
OECS
Organisation of Eastern Caribbean States
PBX
Private Branch Exchange Point
PMA
Pitons Management Area
PPCR-DVRP Pilot Programme on Climate Resilience – Disaster Vulnerability Reduction
Programme
RSL
Radio Saint Lucia
SDED
Sustainable Development and the Environment Division
SIDS
Small Island Developing States
SLSWMA
Saint Lucia Solid Waste Management Authority
TOR
Terms of Reference
UNEP
United Nations Environmental Program
UNESCO
United Nations Educational, Scientific and Cultural Organization
UNFCCC
United Nations Framework Convention on Climate Change
UNIDO
United Nations Industrial Development Organization
USD
United States Dollars
WASCO
Water and Sewerage Company
WRMA
Water Resource Management Agency
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EFFECTIVE MANAGEMENT OF THE PUBLIC SERVICE
The effective management of the public service is the responsibility of the Ministry of the Public
Service, Information and Broadcasting. There are several divisions within the Ministry that cater
to the management of the human resource. This entails the areas of human resource management,
human resource development and organisational development. The Ministry also houses a unit
responsible for overseeing relations with trade unions, as well as the occupational health and
safety of the Public Service.
HUMAN RESOURCE MANAGEMENT
The Human Resource Management Division is charged with the provision of human resource
services for the Public Service, particularly in the areas of recruitment, promotion and
performance management and includes the development and implementation of human resource
policies and strategies which will lead to the effective management of human resources.
The following are some of the noteworthy aspects of the Division’s work programme:
1. Facilitate the recruitment, selection and placement of suitable human resources across
the Public Service. The Division recommends candidates to the Public Service Commission
for promotion, appointment, transfer and other staff movements. The Division made a
number of recommendations for staff movement during the Financial Year, with a 98%
approval rate by the Public Service Commission.
Staff Movements from 2009 to 2013
Staff Appointments
Acting Appointments
2009
215
2010
313
2011
495
2012
711
2013
902
Promotions
569
381
566
430
166
Appointments
230
359
270
263
105
Transfers
Resignations
55
7
43
7
36
21
82
15
35
28
Terminations
0
0
0
0
2
Professional Cadets
7
7
2
8
3
14
Staff Movements from 2009 - 2013
1000
Acting Appointments
800
Promotions
600
Appointments
400
Transfers
200
Resignations
0
Terminations
2009
2010
2011
2012
2013
The Division has endeavoured to process recommendations for appointment within a
reasonable timeframe. It set a target process time for appointments of five working days.
90% of all complete recommendations received by line ministries/departments have been
processed within the allotted time. However, recommendations are usually delayed due to
errors made on the standard form for recommendations, incomplete submissions and late
submission of recommendations by line ministries. The Division continues to assist HR
Officers throughout the Public Service in ensuring that errors are minimized.
2. Develop a new performance appraisal system for the Public Service. This initiative was
piloted in three (3) ministries and one (1) department, namely, Ministry of the Public Service,
Information and Broadcasting; Ministry of Physical Development, Housing and Urban
Renewal; Ministry of Infrastructure, Port Services and Transport; and the Audit Department.
On the basis of feedback received from these agencies, the preliminary performance
appraisal instruments were revised in order to better address the needs of the Public Service.
The new appraisal instruments have been finalized and ten (10) officers participated in a
Train-the-Trainer course. These officers will assist in training managers, supervisors and
officers throughout the Public Service for the successful implementation of the new system.
3. Develop, implement and monitor human resource policies that will allow for more
efficient management of the human resources of the Public Service. The Division is
working towards better compliance and monitoring of existing human resource policies, such
as the Staff Orders and the Pensions Act.
15
Consistent with efforts to ensure a thorough understanding of the human resource policies
and to increase compliance, the Human Resource Management Division has met with staff of
a number of government agencies to discuss government’s recruitment and promotion policy.
Two quarterly meetings were also held with Human Resource Officers throughout the Public
Service to discuss the expectations of the Public Service Commission and other matters
relating to recommendations for staff movement.
In addition, the Division has developed a Recruitment and Selection Policy for the Public
Service and this has been submitted to the Public Service Commission for approval. Prior to
the implementation of the Recruitment and Selection policy, it will be presented to the
Committee of Permanent Secretaries, the Committee of Human Resource Officers and key
stake holders (including the Public Sector unions) in order to ensure that the provisions of the
policy are understood.
4. Administer compensation and benefits packages on a timely basis. This objective is two
pronged; one goal is to facilitate the timely preparation of the terms and conditions of
employment in accordance with the approved salaries and allowances for the position, and
the other is the timely processing of pension and gratuity benefits.
Ninety-five percent (95%) of the terms and conditions letters and employment contracts were
dispatched within three working days of receipt of the report for duty letter, during the
current Financial Year. The accuracy rate of letters and contracts improved significantly; this
was due to an added layer of vetting being performed by team leaders.
For the 2013-2014 Financial Year, the Division processed a total of 58 requests for
compulsory retirements and 29 for early retirement. The late receipt of requests for
retirement and contract gratuity continues to be an issue. The Division will continue to
dialogue with ministries to improve this aspect of its work program.
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HUMAN RESOURCE DEVELOPMENT
The Training Division is the agency responsible for the human resource development for the
Public Service. The Training Division provides training and educational opportunities to all
levels of staff within the Public Service. This function is in keeping with the Government’s
agenda to educate, train and motivate its employees. The work of the Training Division has been
guided by the MPSIB’s Strategic Plan.
Below are some of the key result areas and achievements of the Training Division for the 20132014 Financial Year:
1. The development and implementation of a Training Plan. The Training Division has
developed a coherent Training Plan that aims to maximize results, given the Division’s
scarce resources. The Training Plan targets key areas where there appears to be a
deficiency or need at the Public Service level. The Division submits quarterly training
schedules to all ministries, which outlines the training areas for each quarter.
2. Continuation of the review and update of a number of existing policies that govern
the Public Service. During the current Financial Year, the “Training Policy” and “Study
Leave Bond” have been revised. The policies have been submitted for review and onward
submission to the Cabinet of Ministers.
3. Commencement of work on a Monitoring and Evaluation system to measure the
impact of training. There is need for an indicator which measures the effectiveness and
impact of training interventions. An evaluation tool has been developed and is being
piloted. Full implementation of this system is expected in the new financial period.
4. Trained 212 public officers through short-term overseas training and another 681
officers trained locally. The Division has made a concerted effort to optimize its
financial allocation by increasing its in-house training in relation to overseas training.
This strategy ensures that there is a greater spread of training across the Public Service.
17
Training themes include but are not limited to peer monitoring, executive coaching, oral
and written communications, preparing submission to Cabinet and customer service.
Training Session in one of the Training Rooms in the Training Department
5. Continue assistance with study leave and tuition refund programmes:

26 new study leave with pay awards totalling $1,508,093.00

16 new study leave without pay awards

45 new awards for tuition refunds totalling $517,457

48 awardees for the European Development Fund Scholarship
The Division has faced some challenges in achieving the goals that it set for itself, with the
primary one being resource constraints. It has attempted to use capacity and resources within
other Ministries to assist in the execution of its mandate. The Division also recognizes there is
need for a proper database to capture all the training data, including in-house training,
information on available facilitators and overseas training. There are plans to liaise with the
Government Information Technology Service (GITS – formerly Computer Centre Limited) on
the use of Smart Stream to capture and record this critical information.
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ORGANISATIONAL DEVELOPMENT
The Organization Development Division continues in its efforts to improve performance in the
Public Service at the individual, group and organization levels. Its primary goals are geared
towards improving the ability of the Public Service to effectively respond to changes in its
external environment, and increasing internal capabilities by ensuring the organizational
structures, work environment, job designs and leadership/managerial processes fully harness
employee motivation and help public officers function to their full potential.
Staffing constraints, the absence of the full cooperation of line ministries/departments and
financial constraints continue to challenge the ability of the Division to satisfy all areas of its
mandate. As a result, some of the targets set for the current financial year did not materialize.
Notwithstanding the limitations, the Division has seen a number of successes during the fiscal
year.
1. Review of the Relocation Policy of the Public Service. This policy has been in effect for
approximately nineteen years and has proven inadequate, thereby resulting in a myriad of
issues. However, it remains an essential tool for the management of the relocation process,
which is why the Division undertook a review of the Policy.
2. Continued collaboration with the various ministries and departments to complete their
job descriptions. The job description exercise continued in a number of agencies during the
current financial period, and is expected to be completed during the first quarter of the new
financial period. These agencies are:






Ministry of Youth Development and Sports
Attorney General’s Chambers
Audit Department
Ministry of Education, Human Resource Development and Labour
Ministry of Social Transformation, Local Government and Community
Empowerment
Ministry of the Public Service, Information and Broadcasting
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A critical component of the job writing exercise is the subsequent validation of the job
descriptions. This process ensures the job description captures the major results for which the job
is accountable, the values and characteristics of Public Service, and the depth and breadth of
knowledge and skill required to do the job. The Division will train a small team of persons to
assist in the validation process.
3. Commencement of a management audit of Turning Point. The objectives of the audit are
to evaluate how effectively the management systems of Turning Point are operating, identify
areas for improvement and form recommendations for change.
The audit should be
completed by April 2014.
FACILITIES MANAGEMENT
4. Relocation of the Adjudicator’s Office and the Collections Unit of the Civil Status
Registry, which were housed on the William Peter Boulevard and High Street respectively,
to the 20/20 Building on Brazil Street, within the same building that houses the Civil Status
Registry. This new location will offer customers the convenience of applying for vital
records, making rectification and collecting records under one roof.
The Collection’s Unit after Relocation
20
5. Undertake the second phase of renovations at Radio Saint Lucia. The library, newsroom,
general office and studio block will all undergo a major facelift at the end of this project.
Work will also be done on the electrical, plumbing and air-conditioning at Radio Saint Lucia.
The Refurbished Newsroom of Radio Saint Lucia
6. Repair of the roof of the Greaham Louisy Administrative Building. The objective of the
project was to provide much needed waterproofing and efficient drainage to the roofing
system for the building.
7. Relocation of the District Five Education Office from the termite-invested wooden
structure within the compound of the Micoud Secondary School to a more conducive work
environment located along the Micoud Highway.
8. Resolution of air quality issues that plagued the staff of the Ministry of Tourism,
Heritage and Creative Industries. Remedial work was done on the building and all air
quality issues have since been addressed.
21
Renovation of the Early Childhood Education Unit
INDUSTRIAL RELATIONS
The Negotiations Unit has responsibility for the Occupational Health and Safety mandate of the
Public Service. The Negotiations Unit, although small in staff complement, has a number of
functions and plays a critical role in the functionality of the MPSIB. In addition to occupational
health and safety, the Unit operates as the secretariat for the Government Negotiating Team
during periods of wage negotiations, and is the primary liaison between the public sector unions
and the GOSL.
The Negotiations Unit organizes bi-monthly meetings with the Civil Service Association to
discuss employee grievances and conditions of work. These meetings have resulted in a
reduction in the number of grievances forwarded to the MPSIB for intervention, and has allowed
the two parties to build a relationship of trust, understanding and camaraderie. The Unit also
organizes meetings with public officers known as “Points of Contacts” who are responsible for
all industrial relations matters within their government agencies. Five meetings were convened
during the financial period, and topics covered ranged from “Bullying and intimidation: A legal
perspective” to “Procedure for Reporting Occupational Accidents/Injury.”
22
In addition to the above activities, the Negotiations Unit worked on a number of initiatives
during the current (2013/2014) Financial Year. The work of the Unit has been guided by two
primary objectives:

To create greater awareness and improve safety and health in the Public Service

To create and foster a harmonious industrial climate
Consistent with the stated objectives, the Division recorded a number of achievements, some of
which are highlighted below:
1. Developed and implemented standard guidelines on “the procedure for reporting
occupational accidents and injuries”. The establishment of guidelines ensures that there is
consistency throughout the Public Service when handling matters related to occupational
accidents and injuries.
2. Conducted safety and health tours of approximately 40 government agencies in
collaboration with the Labour Department. The purpose of the tours was to proactively
identify occupational hazards and provide recommendations to address these hazards.
3. Held workshops with representatives of the GOSL and the various public sector unions
and staff associations on “The implementation of collective agreements.” These
workshops provided the opportunity for discussion and analysis on the provisions of the
collective agreements, which are meant to assist in minimizing grievances arising out of the
misunderstanding or non-implementation of collective agreements.
4. Convened a meeting with shop stewards and Points of Contact on “The importance of
collaboration between the Employer and the Union”. The initiative was aimed at fostering a
more productive working relationship between shop stewards and points of contact to
proactively and effectively deal with industrial relations matters in the Public Service.
23
5. Ensured that all collective bargaining agreements for the 2010-2013 triennium were
publicly available via the government’s web portal.
6. Held meetings with key stakeholders from the 2010 – 2013 triennium negotiations
process. Stakeholders included public sector unions, the Government Negotiating Team and
the Department of Finance. The purpose of the meetings was to review and assess the 20102013 negotiations.
The Unit recognised “Occupational Safety and Health Week 2013” under the theme “A safe
environment for a better Public Service.” The Unit facilitated activities from April 22nd to April
28th that focused on improving the health and safety of Public Officers.
The Negotiations Unit will continue working with public sector unions and government point
persons in the new (2014 – 2015) Financial Year towards the achievement of its goals. Some are
a continuation from the 2013-2014 Financial Year, while others will be newly commenced.
A fair amount of work has accomplished during the financial period, despite having its own
challenges. The main challenges experienced by the Unit are non-participation by related parties,
which has severely hindered the effectiveness of interventions; the attendance at point-of-contact
committee meetings is very low, averaging 50%, and is indeed a cause for concern. Also, it has
been difficult at times to keep to a regular schedule of meetings with some of the public sector
unions. The non-availability of unions at meetings results in delays in implementing policies and
in driving processes in which the unions play an integral role.
24
PUBLIC SECTOR TRANSFORMATION
The Division of Public Sector Modernisation was established to provide leadership, coordination
and cohesion to the implementation and monitoring of several key aspects of the modernisation
agenda. Some of the focal points of the Division include: strategic human resource management,
information and communications technology, e-government, legal and regulatory framework and
policies and processes.
“The Multi-Channel Contact and Data Centre” (MCDC), a project funded by the Government of
Taiwan, speaks specifically to the transformation and modernization of the Public Service.
The MCDC is intended to provide the Saint Lucian citizenry and visitors with improved access
to government information, assistance and services. This will require the deployment of
technologies, systems, as well as the related processes and procedures, which will enable greater
levels of effectiveness and efficiency in public service delivery. The level of success achieved
will be based, to a large degree, on the extent to which both the front end and back end are
developed and integrated. Consequently, the MCDC comprises several key components.
Integrated Contact Centre (311/911/999)
The contact centre will serve as an all-purpose facility that residents can easily access to obtain
information on government services through a dedicated, toll-free 311 number. Live operators
will answer calls and provide customers with the information or resources required.
To date a Manager for the Contact Centre has been employed, along with nine Customer Service
Agents who are presently undergoing extensive training. Customer Service Agents are being
trained in customer care, active listening, call procedures, technology systems supported and a
host of services provided by line agencies within the government. Some of the agencies to which
the Agents are being exposed include: Inland Revenue, Customs and Excise, Civil Status
Registry and the Ministry of the Public Service, Information and Broadcasting. Agents will be
25
expected to learn and understand the functionality of processes within government agencies in
order to assist the public.
Counter Services Officers who interface with the general public are also being trained alongside
the Contact Centre Agents. These Counter Service Officers will receive remedial and refresher
training in a host of skills related to their respective job. The expectation is that this training will
assist in improving service to the public and will ensure the level of service received by
customers is of a consistent quality across the board. The Integrated Contact Centre will be fully
operational by May 2014.
Electronic Document and Records Management System
The overall information and knowledge management requirements of the GOSL will be
addressed using an electronic document and records management system. An EDRMS is a
software application that manages a range of digital information and combines both document
management and records management functionality. The primary focus of document
management is short-term access to, and use of, digital documents. In records management the
emphasis shifts to managing information over time for the purposes of evidence, adhering to
legislative and governance requirements, and ensuring on-going authenticity.
A Taiwanese consultant team delivered various workshops designated to obtain the relevant
information and functional requirements and inputs from the GOSL related to the EDRMS.
Based on the information gathered, an EDRMS prototype has been designed. A contract has been
awarded for the development of the EDRMS and it is expected that roll-out will occur in phases
over an 18-month period.
One subcomponent of the EDRMS is the Correspondence Management System, using the
Knowledge Tree Software platform. This system facilitates the relay of correspondence among
agencies and users within agencies. The equipment has been obtained for the facilitation of the
Correspondence Management System, and this system has been rolled out to a select few
agencies on a pilot basis. The system will continue to be rolled out in phases during the course of
the new Financial Year (2014-2015).
26
Digitisation Centre
This project component aims to accelerate the digitisation of systematically and strategically
selected government records and will ensure content relevant to the Government and people of
Saint Lucia is made available to them electronically. The Centre will digitize staff records of all
public officers as well as other critical documents and records of national significance.
The Digitisation Centre was launched in January 2014 and is now fully operational. The
Digitisation Centre is housed on the 4th floor of the Greaham Louisy Administrative Building, in
what was formerly the Documentation Centre. The working space has been made more
functional and user friendly. The Centre has provided amenities where citizens can walk in an
access records via computer.
Left: Old Documentation Centre.
Right: Renovated and Refurbished Digitization Centre
27
Fleet Monitoring and Tracking System
The fleet of Government vehicles represents a significant investment to the GOSL, as well as an
on-going concern with respect to the high operating and maintenance costs associated with these
vehicles. Recognizing this fact, the government, through the Division of Public Sector
Modernisation, worked towards the installation of an Automatic Vehicle Monitoring and
Tracking system. The system will allow for improved management and coordination of the fleet
of government vehicles.
The contract has been awarded to a supplier and installation will begin in May 2014. The
vehicle tracking device will be outfitted on government’s fleet of over 300 vehicles. The vehicle
tracking system will allow for the following to be done:
i.
Vehicle Tracking
ii.
Monitoring of Driver Behaviour
iii.
Better Fleet Management
iv.
Increased Fleet Accountability
A Fleet Management Policy has also been established and this document will guide the
management and use of all government vehicles. It is expected that this document will be
brought to Cabinet during the first quarter of the new financial year. This initiative will start the
thrust towards better asset management on the part of the GOSL.
28
TELECOMMUNICATIONS SECTOR
CARIBBEAN REGIONAL COMMUNICATIONS INFRASTRUCTURE PROJECT
The objective of this project is to increase access to regional broadband networks and advance
the development of an ICT-enabled services industry in Saint Lucia. This objective is expected
to be achieved through: (a) targeted investments in ICT infrastructure that fill the accessibility
gaps and bottlenecks identified by recent assessments and surveys; (b) creating an enabling
environment that fosters competitive access to infrastructure; (c) enabling and supporting the
creation of e-services, including e- and m-government services; and (d) strengthening of
institutional capacity/arrangements to ensure effective programme implementation and
outcomes.
Internet Exchange Point (IXP)
The CARCIP connectivity component provides technical support to establish an Internet
Exchange Point. The IXP is a critical component of telecommunications infrastructure that
allows local Internet service providers to exchange locally-destined Internet traffic between their
networks without cost, resulting in the elimination of backhaul costs. This will result in improved
access speeds and reduced latency as well as reduced costs to the consumer.
The Saint Lucia IXP was launched in February, 2014. Internet traffic originating from Saint
Lucian Internet Service Providers (ISP) will now terminate on another local internet service
provider’s network without having to go through lengthy, expensive, international routes. The
net effect will be a reduction in the time it takes for data to move between customers of the
island’s various internet service providers, resulting in the potential for higher connectivity
speeds and a better quality of internet service.
Business Incubation and Training Grants Component
This newly-launched component of CARCIP provides EC$2.5 million in grant funds to eligible
training institutions and to micro and small ICT businesses. The theme of the Project is
“Fostering Innovation, Building Competence”.
29
In the Business Incubation Grant element, the Project seeks to facilitate the launch and growth of
successful ICT-enabled businesses and create a culture of innovation and entrepreneurship
through ICTs. EC$1 million is available in this area for new ICT businesses as well as to
improve or enhance existing businesses through the use of ICT.
The Training sub-component is designed to complement on-going efforts of the Government to
prepare young people for a competitive, information-based job market. The project will provide
grant funding to a total of EC$1.5 million for capacity building and to train and certify youth in
IT-related skills such as software and apps development, database management, web
development, and computer animation.
Unified Communications System
CARCIP’s work will allow for the installation and use of a “Unified Communication System.”
This system is expected to replace the PBX which is presently in use by the GOSL. The new
system will meet Government’s data and voice requirements; improve productivity and
responsiveness while reducing recurrent telecommunications and ICT expenditure. The new
system will have the added functionality of allowing for the convergence of video, voice and
data communications on a shared network (government) infrastructure. The TOR for the system
have been prepared and it is expected that a contract will be granted within the first quarter of the
2014-2015 financial year.
NATIONAL INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) OFFICE
The ICT Unit of the Division has also been busy with activity, and the facilitation of a number of
projects. Some projects are of an infrastructural nature whilst others are policy related.

In November 2013 the Division submitted the National Information and Communications
Technology (ICT) Policy and Strategy, 2013–2018 to the Cabinet of Ministers for
consideration and subsequent approval.
30

The Division will now oversee the acquisition of all Information and Communication
Technology (ICT) and telecommunications goods (equipment, devices and systems) and
services are subject to technical evaluation by the Division of Public Sector Modernisation.

Also
in
November
2013,
the
GOSL,
in
collaboration
with
the
International
Telecommunications Union, completed a National Broad Band Policy (2013 - 2018). Guided
by the National ICT Policy, the GOSL is committed to a national strategy to strengthen the
information and communication technology sector in Saint Lucia with countrywide
broadband infrastructure - an essential enabler for economic and social development of the
country.
Community Access Centres
The communities of Micoud and Vieux Fort will be home to the next establishment of
Community Access Centres. The Micoud and Vieux Fort Community Access Centres will be
built almost concurrently, with similar start and end dates. Preparatory work is on-going for both
facilities and the floor plans and designs have been completed for the Centres. The designs are
presently being reviewed by officials from the Ministry of Infrastructure and the Ministry of
Physical Development, Housing and Urban Renewal.
An invitation to bid will be sent out by May 2014, and the subsequent mobilization and
construction will commence by July, 2014. It is expected that both Centres will be completed
during the upcoming (2014 – 2015) Financial Year.
Plans for the Proposed Micoud and Vieux-Fort Community Access Centres
31
Government Web Portal
The GOSL launched the government web portal in January 2014. The launch marked the
successful completion of the first phase of a project to redesign and upgrade the Government’s
online presence. The new portal provides enhanced features and services to the general public
by serving as a central access point and facilitating increased collaboration and communication
among Government departments and agencies. The portal supports the strategy of “a user‐
centric, online gateway for citizens, businesses, and non‐residents to Government information
and services.” This development is expected to bring about greater accessibility and
transparency in Government operations, as members of the public will have easier, continuous
and convenient access to public sector services and information. Concurrent with this launch was
the revamping of the Government’s social media presence through a more dynamic GOSL
Facebook page.
New GOSL Web Portal
Free Wi-Fi Zone in Soufriere
The GOSL has articulated its intention to significantly improve internet connectivity island-wide.
In pursuit of this, a Wi-Fi zone will be set up in the town of Soufriere. Preparations are at an
advanced stage, with all the infrastructural work and equipment being installed and fitted. This
project was made possible with the assistance of the National Telecommunications Regulatory
Commission through the use of the Universal Service Fund.
32
The Soufriere Community access Centre will function as the hub for the Wi-Fi zone, and users
will be able to access the internet free-of-charge anywhere within a quarter mile radius from the
centre. It is expected that the Wi-Fi zone will be fully functional by May 2014.
Tax e-Filing
As part of the Government of Saint Lucia’s mission to improve service delivery, a new facility
has been implemented to allow taxpayers and their representatives to access tax services via the
internet. This project has been in train for two years and is now functional. It allows users access
to a number of online services, such as:

E-User Registration - allows persons to sign up for an account to access the online Tax efiling system and be able to access tax accounts and perform transactions online.

Taxpayer e-Registration - enables general registration as taxpayers and registration for
specific tax types. Users will also be able to update or amend personal information.

e-Filing/e-Declaration - allows online submission and validation of tax returns and
declarations. The system also allows registered persons to query their respective tax
accounts and returns/declarations filed via the online system.

e-Payment - This facility will be available soon and will allow for the online payment of
taxes
Multi-purpose Identification Card (MPID)
The MPID system was installed, tested and accepted during the Financial Year. The system is
being developed under the Electronic Government for Regional Integration Project, which
recently concluded. The Consultants expect that roll-out of the system and the new ID cards will
be done during the new Financial Year. The intention at this point will be to phase out the system
of old ID cards. Thus far, the MPID system has been connected to the Electoral Department’s ID
card system and in the near future there will be connectivity to the National Insurance
Corporation database.
33
THE GOVERNMENT INFORMATION SERVICE
INFORMATION DISSEMINATION
The main objectives of the Department during the 2013-2014 financial Year were to:

Provide a steady flow of credible information to Saint Lucians at home and abroad via a
multiplicity of media platforms - Television, Radio, Print and Internet. Where possible,
this would be done in both English and Kweyol.

Feature the work/activities of identified GOSL agencies through daily reports and
monthly features.

Consistently promote the use of GIS/NTN services to audiences.
Achievements during the 2013 – 2014 Financial Year
Some of the achievements/major activities of the Department include:
1. Increased output over the previous year:

340 features & other productions

846 Government Notebook radio reports

Over 600 Press Releases

Two Year-in-Review productions with English and Kweyol versions - a first for
the GIS

Full, timely coverage of the aftermath of the Christmas Eve Trough. GIS obtained
the first aerial and ground images that informed the GOSL, development partner
agencies and other governments of the gravity of Saint Lucia's situation following
the extreme weather event.
2. Establishment of regular news broadcast. News Breaks were presented in English and
Kweyol - the ultimate aim is to combine the two broadcasts into a single nightly news
programme highlighting GOSL information from all its agencies and statutory
corporations.
34
3. Increase public engagement via Social Media. The GIS/NTN has begun increased public
engagement via social media, utilizing a more dynamic approach to social media
postings. The page is used to disseminate information on GOSL programmes, activities,
services, policies as well as on GIS/NTN programming.
4. Main contributor to the recently launched GOSL Web Portal. – The web portal launched
in January 2014; the web portal is a gateway to government information and services.
Reorganization
The Government Information Service (GIS)/National Television Network (NTN) underwent
significant changes to its staff complement and modus operandi during the current Financial
Year. During the period under review, 10 staff members were redeployed to 6 underserved
Ministries to help focus attention on the work carried out by these agencies for public benefit.
National Broadcasting Network (NBN)
In 2013, the Government of Saint Lucia approved the formation of the National Broadcasting
Network. This media entity envisions the merger of Radio Saint Lucia, a statutory corporation,
and the National Television Network - the GOSL cable television channel.
The amalgamation of the two media platforms should lead to efficiency gains in programming,
use of personnel, production, operational costs, facilities management, cross training, shared
experience and knowledge.
35
THE BROADCASTING SECTOR
Saint Lucia has one State-owned television station, the National Television Network; and one
State-owned radio station, Radio Saint Lucia. During the previous (2012-2013) financial year
Radio Saint Lucia underwent significant changes to the Management and Board, business model
and image. RSL was re-launched under a campaign dubbed “RSL Reloaded.” The re-launched
station featured rejuvenated and revamped programming, all of which was meant to increase
interest in the statement and thereby increasing listenership and marketing revenue.
THE REVITALISATION OF RSL
Despite the challenging environment in which RSL operates, the company has maintained its
exemplary broadcast quality and continues to be a breeding ground for today’s premier
broadcasters. The 2013 – 2014 Financial Year was filled with promise, milestones, and
regrettably a few missed opportunities.
The company registered significant achievements during the current fiscal year. In 2013 – 2014
RSL was able to realize:
1. Increased advertising revenue. The company has fared better in this Financial Year than
the previous one. Increased advertising revenue and prudent fiscal management have resulted
in the station being able to settle some of its long outstanding debts.
2. Improvements to property, plant and equipment. The company is on the second phase of
remedial works of its premises. This phase encompasses the total rehabilitation to the News
and Accounts office spaces and upgrade to the reception area. The company has also
obtained new and up-to-date equipment, ranging from mixers, laptops, and headsets to a new
telephone system. The new equipment is valued at over twenty five thousand dollars and this
investment is expected to improve efficiency at the station.
36
Before and After views of the Entrance to Radio Saint Lucia
3. The launch of over ten new programmes. New programmes were launched in 2013 in an
event dubbed “RSL Reloaded,” and programmes continue to be added to the station’s
schedule. The RSL management and staff continue to brainstorm on ways to improve the
station’s programming. RSL has partnered with two state agencies (Nurses Association & the
Royal Saint Lucia Police) to provide two new weekly programmes.
4. A new and recognizable change in image. The change in image has resulted in a positive
performance in the 2013 Media Survey, with RSL moving from 5th position to an average of
3rd in all the times assessed in the survey for the year. The company has made a concerted
effort to make its presence felt via social media. A YouTube channel and an active Facebook
page have assisted in promoting RSL’s product and plans.
In order to standardize operations and affirm the company’s commitment to proper standards,
new policies were established in the following areas:
I.
Confidentiality
II.
Health & Safety
III.
Intellectual Property Rights
IV.
Salary Advance
37
Specialized Programmes
In a fast changing market, the ability to exploit opportunities is critical to survival. RSL has been
able to capture moments of national significance, in a fashion that was second to none.
1. Parliamentary Discussion – The station covers live broadcasts of Parliamentary discussions,
including the Throne Speech, Budget Address, and debates of the Lower & Upper House.
2. Vaughan Noel Tribute - The RSL family bade farewell to its iconic broadcaster, Andrew
Vaughan Osborne Noel with live coverage of a memorial service attended by past and
present RSL staff.
3. Sports Awards - Radio St. Lucia executed an outstanding broadcast of the 2013 Sports
Awards and was the recipient of an award for its promotion of local sports.
4. Calypso Explosion - Recognizing the station’s core listenership, a deliberate effort was made
to create a niche throughout the Carnival Season by becoming the premier station for all
things Calypso. This decision led to the creation of “The Calypso Explosion” – three
programmes used to celebrate and promote the Calypso art form.
5. Christmas Kaleidoscope - Radio St. Lucia continues to be a leader in Christmas
programming. The numerous programmes, outside broadcasts, giveaways and philanthropic
endeavours are always welcomed by our valued listeners and the public at large.
38
OUR LEGISLATIVE AGENDA
MINISTRY OF THE PUBLIC SERVICE, INFORMATION & BROADCASTING
The Legal Unit of the MPSIB is responsible for all legal matters pertaining to the Public Service.
This responsibility includes the review and creation of appropriate legislation, the interpretation
and practice of administrative law and the evaluation of any complaints or disciplinary matters
which may arise. The Legal Unit must vet and in some cases prepare all the contracts and lease
agreements that are entered into by the MPSIB on behalf of the GOSL.
The issue of indiscipline remains current for the Public Service. During the financial year there
were twenty requests for disciplinary action, all of which have been forwarded to the Public
Service Commission for further action. Four public officers were suspended and two officers
were terminated as a result of disciplinary action. Management of the MPSIB believes that these
few reported cases are only the tip of the iceberg. Many managers from government agencies
have chosen to either ignore disciplinary cases or not report them.
The MPSIB believes that disciplinary matters must be taken more seriously. A strong message
must be sent to delinquent officers that there will be consequences to breaches in the terms and
conditions of employment. Unfortunately there is no legislation at this time that explicitly
addresses the issue of discipline. The issue of discipline falls within the ambit of the Public
Service Commission.
Within the final quarter of the 2013 – 2014 Financial Year the Public Service Commission
completed its final review of new draft Disciplinary Regulations and General Regulations. The
expectation is that the Commission will complete its review of the entire suite of Regulations by
the first quarter of the new Financial Year and the Commission will consequently be better
placed to deal with disciplinary matters.
39
SUMMARY OF LEGISLATION AND REGULATIONS
The major legislative project being undertaken is the Public Service Management Bill. This piece
of legislation will set the foundation for Saint Lucia’s public sector management going forward
and when approved, will provide for a modern legislative framework for the Public Service. The
Bill, which is still in draft form, has been reviewed by both the Legal Unit and a working
committee set up to review the Bill. Once the stakeholder consultation is complete, the Bill will
be submitted to Cabinet for consideration and onward transmission to Parliament.
Four other pieces of legislation have remained a priority for the Ministry:

Broadcasting Authority Bill and Regulations

Data Protection Act No 11 of 2011

Computer Misuse Act No 12 of 2011

Electronic Transactions Act No 16 of 2011
The draft Broadcasting Authority Bill and the accompanying Regulations were submitted to the
Media Association for review and comments. It is expected that this legislation will be
introduced in Parliament in the first half of the new Financial Year.
The ICT legislation has been reviewed with assistance from HIPCAR, recommendations have
been made and all the amendments drafted. Due to the length of each piece of legislation, the
decision was taken to submit the legislation to the Attorney General’s Chamber incrementally for
review, approval and setting of a commencement date. The Data Protection Act has been
approved and it is expected that a commencement date will be given to the legislation by May
2014. The Computer Misuse Act and the Electronic Transactions Act are presently being
reviewed by the Attorney General’s Chamber.
40
OTHER INITIATIVES
Mediation Services
Many conflicts that arise in the Public Service can be prevented before escalating to major
issues. Mediation is one means by which conflicts can be amicably resolved. During the financial
year, seventeen senior Public Officers were trained to perform mediation. The training was
provided by the Royal Institute of Public Administration International.
There have been many inquiries about the mediation process and the MPSIB will conduct a
series of workshops and sensitization sessions on the mediations process. There was only one
request for mediation during the 2013-2014 Financial Year.
Administrative/ Constitutional Law
A number of senior appointments have been made within the last few years. It is essential that
these officers receive the requisite training in the area of Administrative/ Constitutional Law. The
training sessions were not pursued in the current year due to financial constraints. However, the
Ministry will look to more innovative ways to conduct this training in the new financial year.
41
MINISTRY OF SUSTAINABLE DEVELOPMENT, ENERGY, SCIENCE AND
TECHNOLOGY
The Legal Unit within the MSDEST has been quite active. The dynamic nature of this Ministry
requires the constant review of legislation, regulations and other legal documents. During the
Financial Year, seventeen (17) Memoranda of Understanding and nineteen (19) contracts were
prepared. Some of these were with international organisations, others between ministries and
others with private individuals. In addition to the preparation of legal documents, several laws
and items of legislation have been reviewed in order to achieve more effective and responsive
environmental management.
SUMMARY OF LEGISLATION AND REGULATIONS
1
Department
WRMA
Legislation
Description
Water and Sewerage Act Minor Amendments were
requested.
The
previous
Deputy Director was consulted
and a Draft Amendment Bill
was prepared for final review.
Status
-Drafting
instructions
submitted by WRMA. The
document will be submitted
to the Drafting Unit after
discussion
with
the
Director of WRMA.
2
WRMA
Water and Sewerage Act
(Water Resources
Management)
Regulations No. 7/2009
Amendments to be
submitted again to the
Drafting Unit.
3
WRMA
4
Public Utilities
Department
Water and Sewerage
(Water Resources
Management) (Fees)
Regulations No.
68/2008
Water and Sewerage
(Service Standards)
Regulations (NWSC)
Minor amendments: All forms;
where it refers to “Minister of
Agriculture” to be changed to
“Minister responsible for
Water”
-Request for amendments to
the Fees schedule to be sent.
Minor amendments: Change
fees, include “Commercial” on
5th Schedule
Recently the NWSC
introduced a 60% increased
water tariff. This caused much
debate, which justified the
review of that Regulation.
Consultations with key
stakeholders have been
held and comments given.
The draft regulations were
re-circulated for review and
submitted to the Drafting
Unit.
42
See Above
5
Public Utilities
Department
Telecommunications:
-(Fees) Regulations
- Exemption Orders
Regulations
-Classification Notice
Regulations
Renewable Energy
Incentives
Minor adjustments to
regulations
Submitted to the Drafting
Unit for Review
6
Energy
Science and
Technology
(EST)
Prime Minister announced
renewable energy incentives in
the Budget Speech. An
Incentives Bill is to be drafted
to encourage investments and
users in renewable energy.
SLSWMA
Waste Management Act
and Waste Management
Amendment Act
Minor
amendments
were
requested. Previous Deputy
Director
prepared
the
Amendment Bill for final
review, however Schedule 3
needed
more
discussion,
therefore it was not finalized.
Schedule 3 (23) (3- 5):
-address Minister of Finance
-Environmental Levy
considering Vat
- Fees to be revised from
Fiscal Year 2014/2015 as per
Cabinet Conclusion No. 615 of
2013
Amendments to the Income
Tax Act and the Land and
House Tax have been
submitted for approval by
EST. Collaboration with
Finance, IRD, MSDEST
have been on going
- Amendments reviewed by
Ministry of Finance and
team.
- Draft will be circulated to
the SLSWMA for their
review.
- This Act needs further
review
to
include
provisions
of
Basel,
Rotterdam and Stockholm
Conventions. Some of the
classifications of hazardous
wastes and some of the
schedules need to be
amended.
7
8
Public
Utilities
Department/
Energy,
Science and
Technology
National Utilities
Regulatory Commission
(January 2014)
9
Forestry
Department
Wildlife Protection Act
The Bill is to address the
formation of a multi-sector
Regulator for the Energy
Sector which includes Water
and Electricity. The NWSC
will be subsumed into this
Regulatory Authority. The
ESA will be reviewed in
conjunction with the energy
and water sectors legislative
framework.
- Amendments by the Forestry
department have been
submitted. Currently a review
and assessment of those
changes are being conducted
43
First Draft National
Utilities Regulatory
Commission Bill submitted
and consultation held.
- Amendments submitted
for review
- Cabinet memo to be
prepared to introduce new
schedule of fees
10
Energy,
Science and
Technology
Waste to Energy RFP
(to be drafted)
11
Biodiversity
Unit
Biosafety Policy and
Bill (November 2013)
12
SLSWMA
Management of
Containers Bill
13
SDED
Montreal Protocol
(Substances that Deplete
the Ozone Layer)
This will be drafted with the
assistance of Carbon War
Room and will be reviewed by
the Attorney General’s
Chambers. This is expected to
be ready within 2-4 months for
review.
Consultations and review
currently undergoing for
submission to the Drafting
Unit.
This bill is designed to reduce
littering and the amount of
space occupied by plastics in
landfills.
- Consultancy was conducted
with a range of stakeholders.
-A final report was submitted
to the Authority in 2008.
- It was decided that the
Drafting Unit conduct a review
and comparison of the
Barbados Returnable
Containers Act Cap 395B
Requires amendments to
address
- Issues identified by
stakeholders, including
electronic licensing
elements/procedures,
which needs to come
on stream soon.
- CFC’s to be removed
from the Regulation
forms. Forms only
mentions ODS and not
refrigerants.
- Address the
responsibilities of
ministers for issuing
licenses
- Penalty is needed to be
included to deal with
ODS
44
Awaiting the assistance of
Carbon War Room
-Final draft has been
concluded and submitted.
-Presentation have been
made to the Minister
Review to be conducted by
the Drafting Unit
Amendments submitted for
review
14
EST
Geothermal
Development Bill
15
Protected
Areas
Management
Environment Impact
Assessment Regulations
(already in draft form)
16
Energy,
Science and
Technology/Pu
blic Utilities
Department
Electricity Supply Act
17
Biodiversity
Unit
Biodiversity
Conservation and
Sustainable Use Bill
MSDEST is exploring the
assistance from either World
Bank or Carbon War Room
for review of this bill to
incorporate international
standards. The same drafter
will be utilized for the
revision.
- Limits of Accessible Change
Study has been completed to
review the current state of
development in the PMA. This
was necessary to comply with
requirements set out by the
World Heritage Committee.
The ESA is in need of a total
review to ensure that
legislation meets the current
trends as it relates to the
energy sector. Issues such as
regulation, licenses,
independent power producers,
renewable energy mix, tariff,
net metering/billing etc. need
to be addressed.
Currently ECERA has been set
up to develop a regional treaty
for the OECS States and to
review the national legislative
framework for its member
states. This environment will
kick start a number of changes
to each country’s ESA.
Have to be reviewed to include
provisions of the Nagoya
Protocol on Access and
Benefit Sharing. Currently
looking for funds to conduct
this review.
45
- Discussions have ensued
with the Planning Division.
- Ministry is exploring the
support and advice from
World Bank and Carbon
War Room
- ECERA has recently
awarded the consultancy
contract to review the legal
basis for the legal and
regulatory framework;
- Consultant will be
meeting team soon.
-Proposal prepared and
approved by Regional ABS
Initiative
- Funds allocated for Saint
Lucia
18
Forestry
Department
Invasive Species Bill
and Draft Strategy
19
Forestry
Department
CITES Regulations to
be developed
20
SDED
Environment
Management Bill
21
SLSWMA
22
23
The outgoing Consultant will
be available to discuss IAS
and to indicate the urgency
to comply to have legislation
enacted.
-Regulations need to be
drafted for the Bill.
CITES Act already been
accepted, however neither
commencement date nor
regulations developed. CITES
secretariat promised to assist
the funding of a drafter to
develop regulations. Forestry
Department will write the
CITES Secretariat to request
formally for the funding to
draft Regulations.
Currently being reviewed by a
Consultant. A report is due
shortly to chart the way
forward etc.
- Bill and Draft Strategy
have been submitted to
the Drafting Unit.
-Currently no funding is
available to draft Regulations pending
Basel Convention on the
Control of Trans
boundary Movements of
Hazardous Wastes and
Their Disposal
Saint Lucia has ratified
this convention since
1993. There is no
legislation to support its
implementation.
-Whilst the Waste
Management Act has some
provisions of the Basel
Convention, most of the
obligations can be governed in
a new piece of legislation to
cover the convention.
-The Waste Management Act
with its Amendment
(10/2007) do make some
provisions, however the draft
model legislation developed
for the parties shows some
inconsistencies and
deficiencies.
Way forward to be
determined
Forestry
Department
Forest Bill
Pending Forestry
Department’s decision
Forestry
Department
Forest Policy (Draft)
To be revised and determined
whether the current Forest,
Soil and Water Conservation
Act should be revised
To be revised.
46
-Funding has been received
in principle from CITES
Consultancy ongoing
Pending Forestry
Department’s decision
AN ENERGY REVOLUTION
Saint Lucia exhibits tremendous potential for the development of renewable energy, particularly
in the areas of solar energy, wind energy and geothermal energy. The Energy, Science and
Technology Unit has worked assiduously towards the development of a viable supply of
renewable energy during the current (2013-2014) Financial Year. As was indicated in last year’s
Report, the work programme of the Unit is predominantly long-term in nature. The Energy,
Science and Technology Unit, alongside its parent ministry has worked assiduously in building a
foundation for a sustainable energy sector.
Saint Lucia recently became the second country to join the “Ten Island Challenge.” The Ten
Island Challenge was launched at the Rio+20 Summit in Rio de Janeiro in 2012 and seeks to
provide a platform for progressive island governments to reduce their dependence on fossil fuels
“through the acceleration of commercial opportunities on islands” by attracting investments and
technologies in renewable energy and energy efficiency.
Holding Discussions with Sir Richard Branson at the Creating Climate Wealth Summit
47
RENEWABLE ENERGY
Development Partner Conference and Stakeholder Consultations
Saint Lucia is actively pursuing a number of sustainable energy initiatives. In order to ensure the
optimum use of the available resources, including financial and technical support, efforts must be
taken to support collaboration, synergy-building and the avoidance of duplication. In addition, it
is important to ensure that a holistic, co-ordinated strategy is employed that covers all key
aspects of national sustainable energy development.
Furthermore with respect to assistance from donors and international partners, measures must be
put in place to ensure that the requests for assistance match the strengths and expertise of the
agencies and that there is broad collaboration amongst all energy partners. Developing a national
energy roadmap that adequately addresses all these considerations and issues will ultimately
produce the results articulated in Saint Lucia’s national energy policy.
A development partner conference is planned for June 2014 in order to clarify the roles of the
myriad multinational agencies that are providing support to the renewable energy development
of Saint Lucia. A National Stakeholder Consultation was held on 28th February, 2014 as a
precursor to the Donor Conference. This brought together representatives from the public and
private sectors, including Invest Saint Lucia, the Ministry of Agriculture, Food Production,
Fisheries and Rural Development, the SLSWMA, LUCELEC, Energy and Advanced Control
Technologies, The Caribbean Electric Utility Service Corporation and other agencies to discuss
their vision for Saint Lucia’s renewable energy sector.
Wind Energy
Two encouraging proposals are being reviewed for the development of a wind farm on the east
coast of the island. The MSDEST is working with the potential developers and coordinating
discussions with LUCELEC and the Ministry of Physical Development, Housing and Urban
Renewal to ensure the necessary permits are obtained for the initial phase of wind testing.
48
Geothermal Energy
The earlier part of the Financial Year focused on actions to address the legal aspects of
advancing geothermal development in Saint Lucia and on resolving the issues surrounding the
choice of developer. In October 2013, the MSDEST approached the World Bank to assist in the
development of a geothermal energy roadmap. The roadmap focuses on the steps required to
carry out exploration drilling, confirm the geothermal resources and the subsequent development
needs to reach the stage for power generation. A mission from the World Bank visited Saint
Lucia in January 2014 to meet with relevant stakeholders and commence work on the
development of the roadmap. The Government is also working closely with the Clinton Climate
Initiative (CCI) and making use of CCI’s substantial experience and expertise in geothermal
development, particularly in contract negotiations.
The Government expects soon to sign a new Memorandum of Understanding and Geothermal
Development Agreement to pave the way for exploration and development of the geothermal
resource.
Solar Energy
The Government has partnered with the Carbon War Room to develop and publish Requests for
Proposals (RFP) for a utility-scale solar photovoltaic energy plant. The Carbon War Room
recently executed a successful RFP for Necker Island in the British Virgin Islands, which
attracted several reputable, world-class tenders.
Waste to Energy
Discussions have been initiated with the Carbon War Room and the St. Lucia Solid Waste
Management Authority on securing the right technology mix for a waste-to-energy facility in
Saint Lucia that addresses the utilization of both solid and liquid waste.
Developing New Contacts with UNIDO
In July of 2013, the Minister visited the Headquarters of the United Nations Industrial
Development Organization (UNIDO) in Vienna, Austria to hold discussions with the newly
elected Director General, Li Yong, and other senior officials on possible areas of collaboration
49
with the Government of Saint Lucia in the area of sustainable energy. While in Vienna, the
Minister also met with the Director for the Latin America, Caribbean and Europe Region of the OPEC
Fund for International Development (OFID), the Director, of the Division for Latin America, Department
of Technical Cooperation, International Atomic Energy Agency (IAEA), the Executive Secretary of the
Preparatory Commission for the Comprehensive Nuclear-Test-Ban Treaty Organization (CTBTO), and
the President of the EU-LAC Foundation.
Minister Fletcher Meeting the Newly Elected Director General of UNIDO – Mr. Li Yong
ENERGY EFFICIENCY
Sustainable Energy in the Public Sector
As part of its strategy to reduce electricity consumption in the public sector, the MSDEST has
identified a number of public buildings for the installation of solar photovoltaic systems to
generate electricity and to retrofit existing lighting to more efficient lighting.
Specifications have been developed for replacement LED lights to retrofit the Tissue Culture
Laboratory at the Union Orchid Garden. A public tender was initiated and several bids were
received. Unfortunately, none of the bids met the specifications that were advertised.
50
The Greaham Louisy Administrative Building has been marked for a retrofit to more efficient
LED lighting. Data on the existing installed lighting have been received but additional data are
required. The MSDEST is working with the Electrical Department of the Ministry of
Infrastructure to conduct an audit on lighting levels at work spaces in the building.
An invitation to bid has been published for the installation of two 25kWp photovoltaic systems,
one for the National Emergency Management Office headquarters and the other for the Mental
and Wellness Centre. The bids have been opened and will be evaluated during the first quarter of
the 2014-2015 Financial Year.
Hospitals have been identified as a category of buildings that hold potential for significant
energy savings. In this regard, the MSDEST has submitted a proposal for funding of sustainable
energy measures for the new St. Jude’s Hospital. There has also been discussion with the
Ministry of Health on advancing the concept of smart hospitals in Saint Lucia.
Energy-Efficient Street Lighting
The Government of Saint Lucia commenced a pilot LED street lighting project in May of 2013.
Forty-eight street lights were purchased and installed through funding provided by the GOSL.
The pilot project was used to introduce LED lighting technology to Saint Lucia and to monitor
and assess its performance. The information gathered will be used to inform a policy and strategy
for retrofitting all street lights on the island.
There were some early challenges with the lights because of the presence of day burners - lights
that remain on during the day. This problem has since been addressed and the pilot project is
progressing smoothly.
The MSDEST is currently working with LUCELEC to establish a
protocol for the installation and management of LED street lights. To date, preliminary reports
from LUCELEC indicate an estimated 63% savings in energy consumption from the LED lights
compared with the previous period. This is extremely promising and makes a solid case for a
transition to LED lighting.
51
A national committee has been established to advise on the way forward in the retrofitting of
street lights on island. The committee, which includes LUCELEC, the Association of Engineers,
the Ministry of Infrastructure, and the Saint Lucia Bureau of Standards has prepared and agreed
on the specifications for LED lights for the island-wide retrofit. The Clinton Climate Initiative
has been engaged in the initiative and will assist in preparing a request for proposals for LED
street lighting. Going forward, a national street light policy will be developed to define the roles
and responsibilities with respect to Street Lighting. This is expected to be completed by the end
of 2014.
Tax Incentives Framework
In operationalizing the tax incentives announced by the Prime Minister in his 2013-2014 Budget
Address, the Division held several meetings with the Ministry of Finance, the Customs
Department and the Inland Revenue Department to deliberate on the implications of the
proposed tax incentives. A proposal has been developed and a draft bill will shortly be submitted
for consideration.
With respect to the exemption of import duties and excise taxes of sustainably fuelled vehicles,
the Ministry of Finance has indicated that according to the 2007 Common External Tariff of the
Caribbean Community, the minimum allowed import duty for any vehicle is 10%. Any lowering
of the import duties below this minimum in a Member State must be approved by the Council for
Trade and Economic Development (COTED). It is the intention, therefore, to seek a reduction of
the import duties on the relevant vehicles to 10%.
52
RESPONSIBLE MANAGEMENT OF OUR WATER RESOURCES
The island’s water resources are managed primarily by three entities: the Water and Sewerage
Company, the National Water and Sewerage Commission and the Water Resource Management
Agency (WRMA). It is with an understanding of the need for coherence in the management of
this critical and limiting natural resource that all of these agencies were placed under one parent
ministry in December 2012.
WASCO is the primary provider of water on the island, both at a residential and commercial
level. The WRMA is the Agency responsible for the management of this critical resource,
particularly at a policy level. The WRMA also monitors and measures the water resource islandwide. The NWSC functions as the independent regulator within the sector.
A VIABLE WATER AND SEWERAGE COMPANY (WASCO)
The 2013-2014 Financial Year was marked by (i) the introduction of a tariff increase in April;
(ii) implementation of an approved new organisational structure; (iii) continuation of the amnesty
programme for reconnections; (iv) improved performance in training and certification of water
operators; (v) realisation of government's approval of the debt/equity swap; and unfortunately
(vi), the extensive damage to water intakes and raw water lines caused by the passage of the
extreme weather event on 24th December, 2013.
Overall, while WASCO's efforts were encouraging, there were numerous continuing challenges,
predominantly in the quality of infrastructure, efficiency of methods and operations, capacity and
productivity of the human resource, quality of customer service and adequacy of internal support
systems. In recognition of those challenges and the incapacity to redress them satisfactorily, an
approach to partnerships with regional and extra-regional sister utilities and industry associations
commenced and showed some promise, albeit slowly, towards enabling the development of plans
and processes for progressive improvements in performance.
53
By the end of 2013, the outlook for 2014 continued to be encouraging despite the persisting
challenges.
OPERATIONS
Key Infrastructure
By the end of 2013 WASCO maintained 45,439 active accounts. In addition, there were 16,633
inactive accounts. The island-wide water coverage ratio stood at 94%. Despite that coverage,
some communities and localities experienced water shortages due primarily to the inadequacy of
pumping capacity and network infrastructure. The entire system relied on a network of numerous
pumps and tanks for enabling the transmission of water.
The key infrastructure which support the service are:

600 miles of pipes

81 reservoirs of various types and sizes

18 treatment facilities (with varying levels of treatment)
The cost of transmission (electricity for pumping) is very high and represents the second highest
element of total cost. The maintenance cost of infrastructure is also very high. Due to the
incapacity to undertake capital investment, the condition of the infrastructure remained in a
deteriorating state contributing to increased cost and inefficiencies in operations.
Consumption and Connections
A total of 2,045,935,768 gallons of water were recorded and billed for the period, representing
an estimated 44% of total abstraction. The non-revenue-water ratio remained disturbingly high at
an estimated 56%. This has been attributed primarily to huge losses in the entire network due to
aged and poor quality infrastructure.
There were 1,520 new water connections and 1,230 reconnections under the amnesty
programme. Overall, there were 9,786 reconnections.
54
Noticeably, WASCO experienced improved collection results, attaining an average of 89% of
billings by the end of the year. This is attributed to its sustained effort at encouraging customers
to pay their bills on time.
Projects Undertaken
The following Projects were continued and/or commenced during the period.
i.
Cas En Bas Mains installation
ii.
Rocky Lane/Green Mountain, Dennery
iii.
Over the Bridge, Dennery Water Mains Extension Project
iv.
Bruceville, Vieux Fort Water Extension Project
v.
Geographic Information System (GIS)
Dredging of John Compton Dam
Two attempts were made to recruit a suitably qualified firm to undertake the de-silting of the
John Compton Dam. Both attempts failed, resulting in the rejection of all bids submitted.
WASCO subsequently engaged the Caribbean Development Bank (CDB) to enable grant
financing for a consultancy to properly define the problem, determine costs for the project and
prepare tender documents. By the end of the year, the outlook on the commencement of the desilting project moved to the second half of 2014.
55
Heavy siltation at the John Compton Dam
Extreme Weather Event December 24, 2013
The extreme weather event on December 24, 2014 caused extensive damage to water intakes and
raw water lines island-wide. The water systems were restored progressively, with over 80% of
supply fully restored by the end of the year. The entire system of intakes and raw water lines
remains vulnerable and must be redeveloped to increase their resilience. The total preliminary
quantifiable cost of the damage was estimated at EC$2.86 million as at the end of the year.
56
Damage suffered after the December 24th Trough at the John Compton Dam
ORGANISATION AND HUMAN RESOURCE
The implementation of the approved re-organisation plan commenced in July 2013. By the end
of the year, new contracts along with key performance indicators had been issued to all
management level personnel and a new Managing Director was appointed. Some of the
remaining positions were advertised while the others were earmarked for the first quarter in
2014.
57
A major component of the human resource development agenda in 2013 was the training and
certification of water operators. A total of 50 employees have attained certification in various
training categories and levels. The certification is an internationally recognised designation,
which is increasingly becoming a regulatory requirement and also a requirement in major sectors
such as the travel and tourism sector.
Information Technology
WASCO remained deficient in information technology and consequently its operations and
services have been severely challenged. Efforts were made to alleviate that situation by actively
exploring the possibility of a Customer Information system software service agreement with
LUCELEC. Other efforts were in the consideration of a phased-in process for electronic meter
reading and initial considerations of possibilities for updating the accounting software along with
hardware requirements.
Communications and Public Relations
Besides routine notices, advertisements and press releases, very little public education,
community relations and publicity were undertaken.
FINANCE
The unaudited financial statements for the period showed a loss in the amount EC$4,016,497.
The tariff increase, which raised billings by EC$1.5 - EC$1.7 million monthly, improved
WASCO's cash-flow ability, albeit only marginally, enabling payment of monthly electricity
bills that averaged at EC$1.0 million. It also allowed WASCO to commence repayment of the
outstanding debt due to LUCELEC for past bills that had remained unpaid. The financial
situation continues to be a significant challenge.
WASCO's long-term debts totalling EC$93.0 million were absorbed by the government in a
debt/equity swap. This strong intervention placed the company in a position to consider
strategically, possibilities within its means, for improvements to its systems.
58
Challenges
The three (3) major challenges are (i) financial constraints; (ii) deficiencies in human resource
capacity and productivity; and (iii) possibilities of extreme natural events such as droughts,
hurricanes, hydrologic events and earthquakes.
WATER RESOURCE MANAGEMENT AGENCY
The mandate of the Water Resource Management Agency is to enable the sustainability of
economic growth, human development and the environment, by promoting and facilitating the
efficient and effective management of Saint Lucia’s water resources. The work programme of
the Agency can be summarized under the following broad headings:
Integrated Water Resource Information System
An Integrated Water Resource Information System (IWRIS) is being designed to provide
information on water resources quickly and easily in a graphical manner. The system is 95%
complete. Components include water-related assets such as hydro-meteorological stations and
water intakes; field observations; groundwater information; computer/equipment inventory;
abstraction licences; and publications and articles. This IWRIS has the potential to expand as the
water assets are fully realized.
59
IWRIS Interface
The water resources database and reporting system were further updated. Thirty hydrometeorological stations were maintained throughout the year. Data collection spanned the period
from April 2013 to March 2014 and the database is now 92% up-to-date as at the end of the year.
Data collection includes information on river flow, rainfall, water quality and in some cases
water level at four main rivers (Canelles, Mabouya, Deglos and Dauphin).
Rainfall logger at Barre de l'Isle (left) and water level recorder in Dauphin watershed (right)
Environmental Education
The Agency continued its environmental education campaign with two main objectives, (1) to
change public behaviour on water conservation, use and management, and (2) to create a greater
sense of appreciation for the country’s water resources. The primary target audience of the
60
campaign was the youth, particularly primary and secondary school students. School visits were
made throughout the year, and these visits involved presentations and field visits, which included
water quality testing with students.
Students of the Marchand Primary School with watershed model (left) and the Babonneau Secondary School
(right) participating in water quality testing
Collaborative Efforts
Meetings were held within the period to develop the TOR for an Inter-Sectoral Water Advisory
Committee. The formation of the Committee is expected to assist in enhancing coordination
among ministries and in supporting participatory approaches in planning and decision-making on
water-related issues.
A lack of timely cooperation with partner agencies in the past has resulted in delays in the
maintenance and update of databases, especially in the areas of data sharing. The Agency is
developing MOUs with the government agencies with which it works closely. The MOUs will
formalize the relationship between the Agency and its governmental partners and clearly define
the roles of different agencies. One MOU between the Agency and Meteorological Services is
being finalized and the other between the Agency and the Department of Fisheries is still in draft
form.
61
Legislative and Policy Agenda
The Water and Sewerage Act is currently being reviewed and amended.
The Agency reviewed the Water and Sewerage (Fees) Regulations through financial assistance
provided by the National Water and Sewerage Commission. A report of the recommendations
has been completed and will soon be submitted to Cabinet.
Capacity Building
Two WRMA Officers attended an eight-month training programme in Hydrology at the
Caribbean Institute for Meteorology and Hydrology (CIMH).
Early Warning System
The Early Warning System and Hydrological Monitoring for Water Management and
Disaster Risk Reduction Project was implemented during the period. The system features a
number of core components. These include: (i) Stakeholder consultations were held to
determine the priority sites for installation of early warning systems; (ii) agency staff trained
in the development of hydrologic modelling; (iii) modelling of the Castries watershed; (iv)
analysis of Roseau watershed indicating areas of groundwater potential; (v) report of existing
wells and a recommended monitoring schedule; (vi) a draft report of the Fond d’Or
watershed indicating potential for groundwater availability; (vii) stakeholder consultations
towards achieving participation with other waste-related agencies in hot spot assessment and
defining waste control areas; (viii) identification of major watersheds (15 watersheds were
selected) for field studies; (ix) commencement of field assessments; and (x) commencement
of the procurement of equipment, hardware and software required for the project
implementation.
62
Digital elevation maps +
Hec GeoHms
Analysis of water flows, water levels and delay
time at different sections of the river
HEC-HMS
The Hydrologic Model at Work
Major Watersheds Selected for Field Investigations
Challenges
Theft and vandalism of hydro-meteorological equipment have plagued the Agency throughout
the Financial Year. Defacement of the equipment has resulted in some gaps in the data, as it
63
takes some time to repair or replace equipment. During the 2013-2014 Financial Year, three
stations were vandalized, namely; (1) Mabouya, at which the solar panel and battery were stolen,
(2) Deglos, at which the complete station was stolen, with the exception of the water level
recorder, and (3) Bexon Primary School compound, at which a rain gauge was stolen.
Vandalized Hydro-met Equipment
VIEUX FORT AND DENNERY WATER SUPPLY DEVELOPMENT PROJECT
The water supply in the south of the island is inconsistent during both the dry and wet seasons.
During the dry season there is insufficient production and storage to adequately service Vieux
Fort, Laborie and environs from the Grace and Beausejour intakes, while during periods of
intense rainfall the intense turbidity of the water makes treatment almost impossible.
The situation in Dennery is even more acute. That community suffers from the same problems
just described for Vieux Fort, but the absence of a complete filtration process means that
Dennery North also often experiences poor water quality.
To address these perennial vexing problems, the Government of Saint Lucia, through
collaboration among the Ministry of Planning, the Ministry of Sustainable Development and
WASCO on November 1st, 2013 officially launched the Vieux Fort and Dennery Water Supply
Development Projects. These projects are supported by the Caribbean Development Bank and
the Caribbean Aqua-Terrestrial Solutions program. The first phase of the project will provide a
medium-term water supply redevelopment plan for the areas, as well as preliminary conceptual
designs, performance and other technical specifications, and tender documents for the proposed
64
capital works. This work will build on significant preliminary investigations that were conducted
by Professor Frank Dale Morgan of the Massachusetts Institute of Technology (MIT).
The Mexican Government, through an intervention spearheaded by the Minister for External
Affairs, has also committed significant grant funds for the development of the Dennery Valley
Water Supply.
Prime Minister Anthony Launching the Vieux Fort-Dennery Water Supply Development Project
65
ENVIRONMENTAL MANAGEMENT
The Sustainable Development and the Environment Division is one of the core agencies
responsible for the environmental management of Saint Lucia’s ecological resources. The
Protected Areas Management Office is another key stakeholder in the management of
environmental resources in Saint Lucia. Both agencies work with a number of Development
Partners locally and abroad to advance the cause of proper environmental management and
achieving development through sustainable means.
POLICY AND GOVERNANCE
Implementing a Framework for Environmental Management
This project was born out of the CDB-funded technical assistance project entitled “Institutional
Strengthening of OECS Member States in Environmental Management” executed by the OECS.
The technical assistance contributed to Saint Lucia’s efforts to implement the National
Environmental Management Strategy/National Environmental Policy and address some of the
challenges of environmental mainstreaming. The objective of the project is to improve
environmental governance and management in support of environmental mainstreaming in Saint
Lucia through an enhanced policy, legal and institutional framework.
The project seeks to deliver a sound framework for enhanced environmental management,
inclusive of a revised National Environmental Policy and Management Strategy, an
Environmental Management Bill, a transition/business plan for the SDED and a feasibility study
for the establishment of a dedicated environmental fund for Saint Lucia.
The company “Environmental Solutions Ltd” has been contracted for this project and completion
is expected by May 2014.
Ocean Governance
In the 2014-2015 Financial Year, Saint Lucia will pursue the development of an Ocean
Governance agenda to address the management of national ocean space. One of the issues to be
66
addressed with urgency is that of Maritime Boundary Delimitation. Since gaining independence
in 1979, Saint Lucia has formally agreed on only one maritime boundary agreement, with
Martinique. There is a need to formally define the maritime boundaries with other countries,
including Saint Vincent & the Grenadines and Barbados. This effort will be jointly led by the
office of OECS Commissioner and the MSDEST with support from the OECS and the
Commonwealth Secretariat.
Minister Fletcher meeting Commonwealth Deputy Secretary General to
Discuss Support for Oceans Governance
National Environment Commission
The key responsibilities of the Commission are to advise the Minister with responsibility for the
Environment on environmental and relevant sustainable development issues and to promote an
integrated and coordinated approach to addressing environmental issues in Saint Lucia.
The Commission has been reactivated and it is envisaged that it will establish itself as the main
multi-sector adviser to the Minister in the light of the increasing challenges associated with
environmental management in Saint Lucia.
67
PROTECTED AREAS MANAGEMENT
The single most important priority for the PMA during the current (2013-2014) Financial Year
was the completion of the Limits of Acceptable Change (LAC) Study. The study also addressed
key outputs of the broader protected area programme goal, which is working towards
establishing and sustaining an effective and integrated system of protected areas.
Developing the Limits of Acceptable Change Study Report
The commissioning of the Limits of Acceptable Change Study was an essential part of Saint
Lucia’s commitment to the UNESCO World Heritage Committee for addressing issues within
the PMA. After an intense period of data collection, consultation and dialogue among
stakeholders, the Protected Management Areas Office can now report that a major target has
been achieved. Of great significance is the report's conclusion that “since attaining World
Heritage Status, the features of the PMA that confer Outstanding Universal Value have largely
been preserved”.
While the completion of the Study is a significant milestone, the Office must now respond to the
new challenge of monitoring new and/or proposed developments planned for the PMA to ensure
conformity with the stipulations of the Study. This added responsibility would require, among
other things, addressing the human resource constraints of the Protected Areas programme and
68
the Protected Areas Management Office in particular. At its most recent meeting, the Pitons
Management Area Advisory Committee agreed that the Protected Areas Management Office
should undertake the following actions:
a) Provide greater information and interpretation of the PMA for visitors and liaise with
landowners and members of the local community to raise awareness of the Limits of
Acceptable Change Study.
b) Establish a strong working relationship with the Development Control Authority.
c) Set up a system to monitor the changes in the landscape of the PMA using the important
viewpoints as the basic unit of assessment of the maintenance of the outstanding universal
value of the PMA.
d) Commission a detailed survey of the flora and fauna throughout the PMA from which
accurate geographical information system maps are to be created, which identify areas of
high biodiversity value that should be preserved.
e) Collaborate with stakeholders to identify and address any threats to the biodiversity
(terrestrial and marine) and general health of the PMA.
f) Liaise with local businesses and community organisations to help maximise the economic
potential of the PMA while remaining within the Limits of Acceptable Change.
69
Other Notable Achievements
The Protected Areas Management Office can also report some success in other programme areas.
These include:
i.
Submitted the 2014 Sate of Conservation Report for the PMA to the UNESCO World
Heritage Committee.
ii.
Commenced eradication of invasive alien species (IAS) plants on Gros Piton.
iii.
Engaged the community to increase public awareness of the Protected Areas
Management Office and the Pitons Management Area in general, and of the potential to
leverage funds from the GEF Small Grants Programme Office in Saint Lucia for small
projects within the PMA.
iv.
Created opportunities for dialogue and collaboration amongst agencies with an
environmental mandate operating within the PMA.
v.
Established networks to facilitate collaboration with critical stakeholders, such as the
Soufriere Marine Management Authority, Saint Lucia National Trust and other
departments of the MSDEST. This network extends to the Soufriere Regional
Development Foundation, the Environmental Health Office in Soufriere and the Soufriere
Action Theatre among others.
vi.
Enhanced the aesthetics of the PMA Inscription Monument in collaboration with the
Soufriere Infant School and the Soufriere/Fond St Jacques Constituency Council.
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Scenes within the PMA
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CLIMATE CHANGE
Special Programme on Adaptation to Climate Change - Photovoltaic System (Marchand
Community Centre)
Solar PV Panels on the Marchand Community Center
The Special Programme on Adaptation to Climate Change Project focuses on the implementation
of select adaptation measures designed to address climate change impacts. This pilot adaptation
measure seeks to demonstrate the design and implementation of appropriate interventions to
reinforce critical infrastructure (e.g. hospitals, shelters) to withstand the effects of intensified
hurricanes in the Castries region of Saint Lucia.
In addition to enhancing the water storage capacity, structural integrity of the building and the
natural ventilation of the building, the project was expanded to include the installation of a solar
photovoltaic system. Since the building is also used as an emergency shelter during disasters, the
availability of auxiliary power is critical to its operations.
This component was funded by Caribbean Renewable Energy Development Programme
(CREDP) and the Caribbean Community Climate Change Centre and cost US$94,801.
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Loss and Damage
The Saint Lucia delegation to the 19th Conference of the Parties (COP19) of the United Nations
Framework Convention on Climate Change (UNFCCC), led by the Hon. Dr James Fletcher
contributed to realizing a landmark international agreement on Loss and Damage as it pertains to
the impacts of climate change on Small Island Developing States. This agreement seeks to
establish the Warsaw International Mechanism for loss and damage associated with climate
change impacts, as the main vehicle under the United Nations Framework Convention on
Climate Change to promote the implementation of approaches to address loss and damage in a
comprehensive, integrated and coherent manner.
Minister Fletcher in intense negotiations involving the US, EU, G77 and AOSIS that
led to the historic International Climate Change Agreement on Loss and Damage
Third National Communication
Saint Lucia has commenced preparation of its Third National Communication in fulfilment of its
obligations under the United Nations Framework Convention on Climate Change. The core
elements of the Third National Communication report are information on emissions and removal
of Greenhouse Gases and details of the activities undertaken by Saint Lucia to implement the
Convention. The National Communication usually addresses national circumstances,
vulnerability assessment, financial resources and transfer of technology, training and public
awareness. The completion date is set for August 2016, and the project is expected to cost
US$500,000.00.
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A full scale implementation of the Third National Communication will take place in the
upcoming financial year and will commence with the National Inventory Report on Greenhouse
Gas to the UNFCCC.
Climate Change Adaptation Policy
In order to respond to the myriad impacts of climate change on Saint Lucia, a climate change
adaptation policy has been developed. The policy recognizes the role of government, the private
sector and other stakeholders in the successful implementation of adaptive measures in Saint
Lucia. The objective of the Climate Change Adaptation Policy is to ensure a coordinated and
holistic approach to addressing the short to long term effects of climate change. This policy has
been revised and is expected to receive Cabinet’s endorsement by July 2014.
COASTAL ZONE MANAGEMENT
North-west Coast Water Quality Demonstration Project
The North-west Coast Water Quality Demonstration Project was driven by the concerns over
coastal water quality along the north-west coast of the island, plus the national obligations under
the Land Based Sources of Marine Pollution (LBS) Protocol of the Cartagena Convention. Phase
One of this Project was completed in 2011 and was followed by the completion of Phase Two in
August 2013. This project was implemented by the GOSL through the Sustainable Development
& Environment Division, with financing provided by UNEP - Caribbean Environment
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Programme. The Caribbean Environmental Health Institute (now Caribbean Public Health
Agency) was the executing agency.
Phase Two of the Project focused on analysing and providing options for water pollution
remediation at the high risk sites (hotspots) identified in Phase One. There was collaboration
with the owners and operators of establishments within hotspots, to apply some of the short-term
and low-cost interventions recommended.
The SDED will continue to work with UNEP to develop a technical report from the final report
for sharing throughout the wider Caribbean, with special focus on the distribution/sharing of the
rapid risk assessment tools designed for use by manufacturing, hotel, school, automotive garage
and marina operators. The project cost is US$35,000.00.
Coastal Zone: Capacity Building for Wastewater Management in Saint Lucia
The GEF – Caribbean Regional Fund for Wastewater Management Project for the wider
Caribbean region focuses on capacity building for personnel involved in all levels of wastewater
management in Saint Lucia. Media personnel are also a target group of this project, as it is
envisaged that they are key to promoting awareness of the benefits surrounding proper
wastewater management.
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BIODIVERSITY AND BIOSAFETY
Revision of the National Biodiversity Strategy and Action Plan and Preparation of the Fifth
National Report Project
Consultation on Biodiversity Strategy and Action Plan
The main objectives of the project are to revise the National Biodiversity Strategy and Action
Plan and to prepare the fifth national report by 2014. The project supports integrating the
obligations of Saint Lucia under the Convention on Biological Diversity into its national
development and sectoral planning frameworks.
The project is expected to be completed by the first quarter of the 2014-2015 Financial Year. So
far, several community-based consultations have taken place in an attempt to ensure full
acceptance of the Strategy.
Nagoya Protocol Ratification
Saint Lucia is to continue pursuing the completion of project documents for ratification and
implementation of the Nagoya Protocol. This protocol speaks to access to genetic resources and
the fair and equitable sharing of benefits arising from their use. Only three Caribbean countries
have signed so far.
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EU-Access and Benefit Sharing (EU-ABS) Project
The Government has received approval in principle of a European Union-Access and Benefit
Sharing (ABS) project for Saint Lucia. The main deliverables will include: development of a
strategy and action plan and legislative drafting including general awareness-raising in 2014; and
specific awareness raising activities and establishment of the specific elements of the adopted
framework in 2015.
Training & Equipment
Opportunities for training have been identified and confirmed for laboratory identification of
Genetically Modified Organisms (GMOs). This is to be undertaken in collaboration with a public
agricultural and livestock agency in Chile. The procurement of equipment and establishment of a
laboratory for the identification of GMOs in Saint Lucia is scheduled for 2014-15.
Green Economy Initiative
Saint Lucia has expressed an interest in being one of the pilot countries of the Caribbean Green
Economy Initiative. The Green Economy Project is intended to help Saint Lucia restructure its
economy by focusing on sustainable consumption and production practices and to prepare for the
wave of environmentally friendly technologies expected to drive future global economies.
Consequently, with the assistance of UNEP, Saint Lucia is set to undertake a pilot project for a
Green Economy. The first steps will include a Green Economy Assessment of Saint Lucia and
defining the parameters for a Green Economy model in the Saint Lucian context. It is anticipated
that work on this project will commence within the upcoming financial year.
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In March, 2014 the Hon. Minister was invited to participate as a speaker at the first Partnership
for Action on Green Economy (PAGE) conference in Dubai, United Arab Emirates. At the
Conference the Minister, who was the only representative from the Caribbean, spoke on the
importance of a Green Economy strategy for Small Island Developing States like Saint Lucia
that are looking to stimulate economic development and create new, green jobs.
Minister Fletcher with other Environment Ministers
at the first PAGE Conference
Global Environment Facility
Saint Lucia has utilised most of the funding allocated under the fifth GEF allocation. A balance
of approximately US1.2 million for Climate Change mitigation is to be allocated for geothermal
development.
The development of the project documents for the IWECO and Iyanola Projects is far advanced
and it is expected that implementation will commence in the coming financial year. The Iyanola Natural Resource Management of the North East Coast Project will seek to prepare management
plans for the last stronghold of rare and endemic animal and plant species in the richly diverse
north-east area of Saint Lucia.
Resources under the 6th GEF allocation are expected to be announced in the middle of 2014 and
to be made available in the succeeding months.
Disaster Risk Reduction
In May 2013, the Minister was an invited panellist at a Featured Event discussion on
“Strengthening Partnerships towards Disaster Risk Reduction for Small Island Developing
States” at the Global Platform for Disaster Risk Reduction, which was held in Geneva,
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Switzerland by the United Nations Office for Disaster Risk Reduction (UNISDR). The Global
Platform is a forum for information exchange, discussion on latest developments and partnership
building across sectors, with the goal to improve the implementation of disaster risk reduction.
Hon. James Fletcher on the Global Platform Featured Event Panel Discussion in Geneva with the
Chairman of the Intergovernmental Panel on Climate Change (IPCC), Dr Rajendra Pachauri
Multilateral Environmental Agreements
The negotiating team of the SDED continued to represent Saint Lucia competently at major
international meetings and conferences related to various Multilateral Environmental
Agreements on Climate Chang, Natural Resource Management, Biodiversity and Sustainable
Livelihoods.
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FOREST AND LAND RESOURCE MANAGEMENT
The mandate for “Forest and Land Management” is administered by the Forestry Department.
The Department was previously housed within the Ministry of Agriculture but has since been
relocated within the MSDEST. The Department has been more effective within this structure as
it can now work closely with partner agencies such as the WRMA and the Sustainable
Development and the Environment Division.
An Integrated and Evidenced-Based Approach to Governance in the area of Sustainable
Development
The Department is working towards the development of a five (5) year strategic National Forest
Management Plan (2014-2019). This plan will be complimented by the National Forests Sector
Policy Document. Flora and Fauna International have agreed in principle to provide $50,000
USD to assist with the development of the plan. The first draft of the TOR has already been
completed.
Data have been collected from 25 data points on wildfires in two of the five ranges, namely the
Dennery and Quilesse ranges. This data will be entered into a database, and will inform decisions
on the implementation of the National Wildfire Management Plan.
During the financial year, officers from the Forestry Department met with representatives from
the CITES secretariat, to discuss the provision of funding (by CITES) to assist with the
development of CITES Legislation and Regulations.
The Department worked towards the implementation of the Invasive Alien Species (IAS)
National Strategy. The Department conducted an island-wide IAS impact awareness survey and
undertook searches for alien iguana in sub-communities in Soufriere. The Invasive Alien Species
regulations have been submitted to the Attorney General’s Chambers for drafting and subsequent
enactment of legislation. IAS plants were eradicated near the World Heritage Site.
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The Department, with the assistance of the Critical Ecosystems Partnership Fund, developed a
logical framework for the Iguana Action Plan, and developed biosafety plans and protocol for
offshore islands. The Iguana Action Plan still requires background information, data analysis and
a strategy for the eradication of alien invasive iguana on the island.
Improved Management of the Natural Environment
The Department’s focus under this strategic objective was the protection, restoration and
rehabilitation of forests. The Department maintained 10,135 metres of boundary lines and 3,750
metres of forest access. The Patrols and Surveillance Unit conducted 20 forest patrols with the
collaboration of the Drug Squad of the Royal Saint Lucia Police Force. During this exercise, the
Department discovered 25 hectares of forest reserves that had been converted into lands for
marijuana production.
Fifty-five (55) hectares of landslide areas were restored within the forest reserve. The
Department surpassed the restoration target of 50 hectares that it had set at the start of the year.
During the exercise 34,047 plantings were made, including 6,002 wildlings.
Forestry Staff Engaged in Restoration and Rehabilitation Work
The Department undertook an assessment of Forest areas following the passage of the December
24th, 2013 trough and completed rapid assessments of 20 major rivers and 14 units of forest
reserves and other forested Crown and private lands.
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Geographical Information System Map showing Condition of Assessed Rivers
The Department developed tools that will allow for effective and efficient forest and land
resources management. The outputs from these tools include:

3 maps produced for the IWECO project

2 maps for the Iyanola project

15 maps under the AUSAid project
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Boundaries of Critical Ecosystems and other Geographic Information to Facilitate the Development of the
Iyanola Project
The Department prepared an MOU with the Germany-based Association for the Conservation
of Threatened Parrots (ACTP) for the construction of a new Wildlife Conservation and
Education Centre at Union. Preliminary plans for the centre have begun and draft floor plans
have been developed.
The Green Economy, Sustainable Development, Livelihoods and Quality of Life
The Department is committed to facilitating the realisation of economic gains from the
ecosystem through the responsible use and management of environmental resources. Saint
Lucia’s ecological resources are of tremendous worth environmentally and financially, and
proper management and use of these resources can lead to a steady flow of revenue for the
GOSL and sustainable livelihoods for citizens.
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A total of $194,826.00 was generated in revenue for the financial year. The revenue breakdown
for the financial year is as follows:

Forest trails - $75,396.00.

Rainforest Sky Rides User Fees - $70,256.00

Sales of forest produce - $38,489

Rentals, fees and forfeitures - $10,685.00.
250000
Rental & Reg
200000
Forest
Produce
150000
100000
Forest Tours
50000
0
User Fees
(Arial Tram)
Revenue Trend for the period April 2006 to March 2014
The Forestry Department is working towards the decentralisation and eventual privatisation of
the Christmas Tree program. Five farmers have been approved to participate in the programme
and half a hectare of land has been approved for pilot sites. The sites are in Marquis, Dennery,
Vieux Sucre, and Mayers. One thousand seedlings have been prepared and will be ready for
transplanting in May 2014.
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Cultivation and Sale of Christmas Trees
Five tappers have been identified to participate in the Sustainable Management of the Lansan
trees in the Barre De L’Isle. This project is still in its pilot phase. Two tappers have received
training in tree identification and harvesting of lansan resin. A database has been developed to
capture information during this pilot programme. This information will allow for the evaluation
of the program’s success.
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SOLID WASTE MANAGEMENT
The Board of Directors and staff of the Saint Lucia Solid Waste Management Authority
successfully navigated the organization through a very challenging period. The main programme
areas were able to achieve reasonable successes, given the resources at the Authority’s disposal.
The Board of Directors continued to lead the Authority through the development of institutional
policies relevant to the management of human as well as financial resources, while guiding the
Authority through a period of impending cash-flow insolvency. As the period nears its end, it is
becoming more apparent that the efforts are bearing fruit.
ADMINISTRATION
The Administration facilitated meetings of the Board, and its four (4) committees i.e. Human
Resource Committee, Technical Committee, Finance Committee and Legal Committee. A
Memorandum was developed and presented to the Cabinet of Ministers seeking decisions that
would assist in ensuring the viability of the SLSWMA. The results of the deliberation are
encouraging. Among the items for consideration were the revision and regulation of the fee
structure for services, the imposition of an additional revenue measure, provision for the
amendment to the governing legislation to reflect current governance arrangements and,
direction regarding arrangements for debt servicing. These are all intended to be instituted in the
upcoming (2014-2015) Fiscal Period.
OPERATIONS
Waste Collection
The period saw a steady performance by collections contractors, despite changing arrangements
for collection in selected areas in order to address problems presented as a result of noncompliance with established arrangements. The Christmas Eve trough presented a serious
challenge to contractors as a result of the extent of waste generated by the resulting clean-up.
Fortunately, the disposal facilities at Deglos and Vieux-Fort were not adversely affected by the
extreme weather event, and were kept open to facilitate disposal.
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Waste collection in one zone was seriously hampered, leading to numerous complaints being
forwarded to the Authority during the protracted period. Measures were instituted to rectify the
situation.
Waste Disposal
The disposal sites operated with less frequent breakdown of mostly older pieces of equipment as
the result of concerted efforts at maintenance. However, there remains a need for a systematic
approach towards the replacement of the less efficient pieces.
Waste Disposed from 2009 to 2014
84000
82000
80000
78000
76000
74000
72000
70000
2009/10
2010/11
2011/12
2012/13
2013/14
Waste Disposed (Tons)
Challenges
The major challenges faced by the Operations Department revolved around the lack of adequate
financial resources for the following:
1. The upgrading of the electrical system at Deglos to facilitate the commissioning of the tyre
shredder and reactivation of the autoclave.
2. The need for a systematic renewal of the heavy equipment fleet to ensure maintenance of
hygienic standards on the landfills.
3. The procurement of a heavy duty pump to control water accumulation at the disposal sites.
87
Education and Public Information
The Authority is tasked with assisting in the development of positive attitudes and behaviours
among the Saint Lucian populace, through its various education and awareness initiatives. This
role, though challenging, was often accomplished through the print and electronic media as well
as school and community outreach initiatives.
During the Financial Year, the Authority opted for an upgrade of the already existing website
instead of the construction of a new one, in keeping with the cost-containing measures
encouraged by the organization. Such an initiative was necessary to facilitate a more appealing
and user-friendly experience. Greater use was made of social media through the Authority's
Facebook page as periodic updates on the activities of the Authority were undertaken.
SLSWMA Website and Facebook page
Collaboration with stakeholder agencies remained a significant aspect of the work of the
Department, as it creates synergies which also redounded to lower costs associated with the
implementation of initiatives.
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A notable component was the school/youth outreach programme. Activities took the form of
presentations, mascot visits, clean-up activities, disposal and sanitary landfill site visits. Twenty
(20) schools and youth groups benefitted from this initiative.
The Authority, in collaboration with Zonal Supervisors of the Operations Department, continued
efforts at minimizing community hotspots and nuisances associated with communal bins and
persistent dumping outside collection days. Efforts to effect change in the affected communities
included house-to-house visits, formal and informal meetings and the use of the electronic
media.
Initiatives were undertaken in Sunbilt/Cedars/Patterson’s Gap, Morne du Don,
Castries/Gros-Islet Highway (Marisule) with a satisfactory level of success.
Despite
collaboration with the various stakeholder agencies including the schools in Soufriere, the
community of Palmiste is yet to achieve an acceptable level of success. Work will continue in
this community during the next financial year.
The Authority continued to serve as the reservoir of public complaints and steward of the
complaints database. This component of the programme facilitated expression of customer
dissatisfaction with respect to solid waste management on the island, particularly with the
services offered by the Authority. A total of three hundred and eighty six (386) complaints were
processed as at 28th February, 2014 (for the current financial year).
Public Complaints Processed
Quarter
April - June (1st)
July - September (2nd)
October - December (3rd)
January - February (4th)
Total
Number of public complaints
101
111
122
52
386
The number of complaints was higher than usual. However, this can be attributed to operational
challenges experienced by one waste collection contractor. All complaints were forwarded to the
Operations Department for investigation and closure.
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Recycling Study
A study commissioned to determine the current status of solid waste recycling on the island was
undertaken in collaboration with the Taiwan ICDF Overseas Volunteer attached to the Authority
for a period of six months. The output of the exercise included a report that will assist the
Authority in the further development of solid waste recycling on the island.
Photographs of recycling study cover (top), public consultation (left), Volunteer at work (right)
The coming year will see the Authority continue to work towards the development of a more
holistic waste management system. The Authority will continue to restructure the legislative
90
foundation under which it functions through the revision of the Waste Management Act and the
enactment of the Management of Containers Bill.
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PUBLIC UTILITIES
The Public Utilities Department continued to deliver on its mandate in the telecommunications,
water and electricity sectors.
WATER
National Water and Sewerage Commission
The Secretariat to the Commission is staffed with an Executive Director and an Administrative
Assistant. Additional officers are required, but these persons will be hired once permanent office
space is secured and the evolution of the NWSC to the National Utilities Regulatory Commission
(NURC) takes place.
Process Manual
In order to bring predictability and consistency to the regulatory process, the NWSC
commissioned and produced a Regulatory Process Manual. The Manual is intended to guide the
NWSC Commissioners and staff on the steps involved in performing key regulatory activities. It
will also serve as a guide to new employees and Commissioners who need to become familiar
with the essential features and processes of the NWSC.
Customer Service Standard
Customer Service Standards Regulations for the water sector have been developed. The purpose
of the Customer Service Standard is to establish standards for water and sewerage in areas such
as metering, meter testing, service interruptions, billing, connections and disconnections.
The document contains five main sections. Part One will deal with preliminary matters such as
the citation and interpretation of terms used in the Regulations. Part Two provides for the potable
water services standards to be observed by a service licensee, example the service licensee would
be required to provide potable water supply services that are consistent with applicable health
and environmental standards. This section will also articulate standards for service interruptions,
service connections, water quality metering and meter testing. Part Three addresses sewerage
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services, while Part Four will address billing matters, collection, disconnection, provision for
deposits and reconnection. Part Five will address miscellaneous matters such as customers’
rights, complaint records, road works, public safety and liability insurance, system records and
force majeure.
The completed Customer Service Standard has been submitted to the Attorney General’s
Chambers for necessary action.
Water and Sewerage Tariff
The National Water and Sewerage Commission (NWSC) approved a 66.15% tariff increase for
water. The tariff increase is allocated as follows: 10.43 % for the dredging of the John Compton
Dam and the remaining 55.72% as the new rate. The effective tariff increase for sewerage was
50.8% and this charge will apply until the end of the Triennial period (September 2012 to August
2015).
ENERGY
Eastern Caribbean Energy Regulatory Authority
Saint Lucia and Grenada agreed to follow through with their commitment on the establishment
of the Eastern Caribbean Energy Regulatory Authority (ECERA). The objective of the project is
to establish and operationalize a regional approach to the development of the electricity sector in
the OECS participating countries.
ECERA will be expected to design and implement mechanisms to curtail the growth of
electricity costs, reduce cost volatility by diversifying energy supply away from fossil fuels and
ensure least cost investments in the electricity supply.
ECERA’s initial project implementation period is from July 1, 2011 to June 15, 2016. However,
because of start-up delays the project is due to end in December 2017. The project is currently
undertaking most of its ground work through various consultancies. All of the consultancies are
scheduled to be completed by the end of the 2014 calendar year.
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The Government of Saint Lucia has indicated to the World Bank and the OECS Secretariat its
concerns about the limited participation of OECS Member States in ECERA and has stated that
unless a critical number of four (4) Participating Member States can be achieved, it would not
consider the initiative to be viable.
PetroCaribe
In 2012, the GOSL revived discussions with the Government of the Bolivarian Republic of
Venezuela to operationalize the PetroCaribe initiative in order to diversify its sources of fuel for
electricity and transportation. During the 2013-2014 Financial Year, the MSDEST led
discussions with the Venezuelan Government to finalize the bilateral agreement for the purchase
of fuel under PetroCaribe. The new bilateral agreement was signed by Prime Minister Hon.
Kenny Anthony at the CELAC Summit in Havana, Cuba in January, 2014. The MSDEST,
through the Minister, also participated in several meetings during the year aimed at paving the
way for the establishment of a PetroCaribe Economic Zone, which will allow Participating
Countries to derive even greater economic and social benefits from the PetroCaribe
arrangements.
National Utilities Regulatory Commission
The Department has been working towards the development of the legislative environment for a
multi-sector utility regulator. This multi-sectoral regulator will be responsible for operators in
both the water and electricity sectors. The proposed National Utilities Regulatory Commission
Bill is aimed at allowing liberalized and non-discriminatory entry into the utilities sector and
enabling a robust competitive environment in which there is fairness, transparency and
accountability on the part of the regulators of the sectors. National Consultations on the Bill have
taken place and the legislation is expected to be completed within the first quarter of the new
Financial Year.
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TELECOMMUNICATIONS
National Telecommunications Regulatory Commission
After protracted discussion and consultation among the Public Utilities Department, the
legislative unit of the Eastern Caribbean Telecommunications Authority (ECTEL) and the
Legislative Drafting Unit, the Telecommunications Fees Regulations and Telecommunications
Licence Classification Notice have been finalised and submitted by the Ministry of the Public
Service, Information and Broadcasting to the Ministry of Legal Affairs for action.
Selected Telecommunications Indicators for Saint Lucia (Source: ECTEL)
Provider
2009
2010
2011
2012
2013
Revenue $238
$243
$245
$240
$227
(EC$M)
Investment (EC$M)
$54
$36
$19
$29
$23
Employment
566
520
519
506
425
Fixed Line Penetration
24%
23%
22%
21%
20%
Mobile Penetration
116%
120%
131%
129%
125%
Broadband Penetration
11.7%
12.6%
13.1%
13.3%
14.6%
Traffic 183
173
158
147
143
Traffic 215
243
204
241
217
51
51
43
36
34
36
25
25
Local
Fixed
(million minutes)
Local
Mobile
(million minutes)
International
Incoming 67
Traffic (million minutes)
International
Outgoing 40
Traffic (million minutes)
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The Fees Regulations will, among other things, enable the GOSL to licence Cable TV Providers,
TV Stations and Radio Stations. There are approximately twenty FM Radio Stations, eleven TV
Stations and four Cable TV Stations operating on island without any licensing regime.
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SCIENCE AND TECHNOLOGY
The Energy, Science and Technology Section within the MSDEST is responsible for overseeing
the science and technology initiatives of the GOSL. The following are a few of the major
Science and Technology initiatives that were undertaken.
Perception of Science and Technology Study
The Unit undertook a “Perception of Science in Secondary Schools Study.” This was primary
research undertaken by the Unit with the following objectives:

To provide insights into the perception of science held by secondary school students in
Saint Lucia.

To identify possible key factors contributing to the low level of performance in science
subjects.

To develop recommendations to improve the performance of students in the science
subjects.
Ten (10) Secondary Schools were selected for this analysis and a total of three hundred and one
(301) students participated in the study. This sample size constituted about 11% of the
population of Form 3 students on island.
The Unit has produced a report based on the findings, which will be circulated among local and
regional stakeholders. The Unit intends to use the recommendations emanating from the report to
develop new initiatives and projects to address some of the needs identified. The results of the
report will also be presented to all Science heads-of-department at a future conference.
Situational Analyses of Science and Technology in Priority Sectors
The proposal that informed the Situational Analyses was the “Strengthening the Institutional
Framework for the Promotion of Science and Technology” Project, which ran from 2011 to
2013. This project sought to strengthen the institutional and policy foundation for the
advancements of Science and Technology as a key input into the Sustainable Development
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process. The project focused on four main areas: institutional strengthening, situational analysis,
policy formulation and awareness-building.
The main objectives of the project were to:

Re-establish a formal institutional mechanism to provide direction on the advancement of
science and technology

Strengthen linkages between key agencies involved in activities related to science and
technology

Determine the status of science and technology in Saint Lucia

Commence the elaboration of policy measures to advance science and technology in
Saint Lucia

Undertake public awareness in an effort to promote science and technology in Saint
Lucia
A total of sixteen interviews were conducted with resource personnel from six key areas:
Education, Agriculture, Manufacturing, Tourism, Commerce and Creative Industries. The
interviews were documented and collated into sectoral reports, which represented situational
analyses of science and technology in various sectors.
These Analyses will be used primarily to assist and inform in the formulation of a Science and
Technology Policy. The Policy will serve as an umbrella framework for future science and
technology initiatives, through the formalisation of a national science and technology programme
for St. Lucia with related objectives.
Development of Science and Technology Policy
The Unit contracted a consultant to develop a National Science and Technology Policy for Saint
Lucia. Several consultations and meetings were held and a draft policy paper has been prepared.
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Science and Technology for Entrepreneurship
The Unit has been taking steps to make science and technology a stronger pillar of development.
These include measures aimed at creating a closer link with industry and entrepreneurship. The
proposed interventions include an inter-ministerial committee looking at providing seed funding
for innovation and building capacity for your entrepreneurs.
Science and Technology Summer Camp
The MSDEST, through the Energy, Science and Technology Unit, hosted the first National
Science and Technology Summer Camp from August 12th – 16th, 2013, at the Orchid Gardens,
Union, under the theme: Unlocking Saint Lucia’s Potential through Science, Technology and
Innovation. The Science and Technology Summer Camp was facilitated by world-renowned
Global Enthusiast for Creative Learning, Dr Edwin Sobey, a forerunner in Robotics, Innovation,
and Project Development.
The summer camp afforded thirty-three (33) students the opportunity to learn principles of
science and technology in an enjoyable, interactive and collaborative environment. Specific areas
addressed throughout the duration of the camp included electricity and work, simple machines,
robotics and project development, with robotics forming the main area of concentration. Through
this introduction, students understood how robots work and were able to tap into their creativity
to build their own automated machines that undertook a range of functions. The ultimate goal
was to not only increase confidence and knowledge in Science, Technology and Innovation but
foster entrepreneurship, marketability and job creation amongst our students.
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Demonstration of finished project
Students Displaying Some of their Scientific Creations
Workshops/Trainings/Seminars and Conferences
A Training Workshop for Primary and Secondary School Science Teachers was held on June
17th -19th, 2013. This initiative was undertaken in collaboration with the Ministry of Education,
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Human Resource Development and Labour. The facilitator was Dr Edwin Sobey. The main aim
of this workshop was to train teachers in the use of innovative methodologies for Science
instruction. Most schools on the island were represented, with teachers promising to apply the
techniques learnt in the classroom.
Science and Technology Stakeholder Consultations
Six (6) science and technology consultations were held with stakeholders from diverse thematic
areas: Natural Resources, Production Sector, Services Sector, Education Sector, Research and
Development Sector and Sustainable Development. Following these consultations, a report was
prepared on the outcomes of each consultation, resulting in a total of six (6) reports. After review
by the stakeholders, these reports were submitted to the consultant hired for the development of
the National Science and Technology Policy, Strategy and Action Plan. The results emanating
from these reports are supplemented with Situational Analyses in priority areas.
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CLOSING REMARKS
The 2013-14 Financial Year was filled with its share of challenges. Although there was a
recurring theme of resource constraints in almost all sections of this Annual Report, it is also
clear that the ministries did a remarkable job of accomplishing more with less.
The senior management of the two ministries as well as their line staff demonstrated resilience,
resourcefulness, creativity and perseverance in the way they mobilised and leveraged resources
to support their respective work programmes. While some adjustments to the scope of some of
the programmes had to be made during the year, all of the agencies executed their mandates very
skilfully and effectively.
This will have to remain the modus operandi of the agencies for the foreseeable future. We will
have to actively and aggressively pursue new funding sources to continue the good work that has
started and to initiate some very urgent new interventions. At the same time, we must use our
existing resources in an efficient and cost-effective manner that will not only allow us to gain
maximum benefit for the government and people of Saint Lucia, but continue to garner the
respect and support of our Development Partners. We wish to reiterate our gratitude to our many
Development Partners who make our work possible and who continue to support our agencies
and our Government during these challenging times.
We look forward to another productive year in service to the Government and people of Saint
Lucia.
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